Category: Reflections for Servant Leaders

December 9, 2020

In the last issue we looked at the first action of the The Serving Leader Model^TM*,Run to Great Purpose, which determines our vision or why we lead.  In addition, effective leaders raise the bar for those who follow by identifying the values that guide their work. They call everyone to behave in ways that align with those values. Jesus did the same with His disciples when He sent them out.

³ Go! I am sending you out like lambs among wolves. ⁴ Do not take a purse or bag or sandals; and do not greet anyone on the road. ⁵ “When you enter a house, first say, ‘Peace to this house.’ ⁶ If someone who promotes peace is there, your peace will rest on them; if not, it will return to you. ⁷ Stay there, eating and drinking whatever they give you, for the worker deserves his wages. Do not move around from house to house. ⁸ “When you enter a town and are welcomed, eat what is offered to you. ⁹ Heal the sick who are there and tell them, ‘The kingdom of God has come near to you.’ ¹⁰ But when you enter a town and are not welcomed, go into its streets and say, ¹¹ ‘Even the dust of your town we wipe from our feet as a warning to you. Yet be sure of this: The kingdom of God has come near.’ ¹² I tell you, it will be more bearable on that day for Sodom than for that town. (Luke 10:3-24).

Here Jesus models the second action, Raise the Bar, by identifying the values He wanted to instill in His disciples. Serving leaders learn from His example how values shape their leadership. 

Values shape the methods of our work.

Jesus gave detailed instructions about how the disciples were to go. “Do not take a purse or bag or sandals; and do not greet anyone on the road….Do not move around from house to house.” He called them to keep things simple, to focus clearly on the task, and to remain consistent. As He provided these instructions, He was sharing with them the values that were important to Him. If He would have used a bulletin board to post the values of His team it might have said, “We value simplicity, focus, and consistency.”

The vision or great purpose determines why we lead while values define how we lead. Serving leaders identify and define the core values for their teams. They may include the team as a part of this process, but they don’t delegate the responsibility to clarify what values are most critical.

Values shape the message of our work.

Jesus was clear about the message He wanted His disciples to carry to the villages they would visit. He called them to proclaim the message, “The kingdom of God has come near you.” This was the message that would help accomplish the great purpose. Jesus wanted His followers to share a message that reflected their values. This alignment allowed the disciples to authentically carry the message they were tasked to convey.

Serving leaders work hard to make sure that the message they value is communicated clearly and frequently throughout the organization. They check often to make sure that the message, values and great purpose are closely aligned.  

Values shape the models for our work. Jesus provides illustrations of two types of persons who would receive His disciples–one welcomed them, and one rejected them. Why did Jesus provide these models? He wanted to reinforce His values in the stories He told and the models He provided. He wanted His disciples to understand how their values would be lived out in the real world and what it could cost them to be faithful to their values.

Serving leaders carefully choose their models. They share stories and recognize behaviors on their team that reflect their values. Where they find gaps, they correct and coach to bring alignment with the values. They raise the bar by clarifying and implementing values.   

For further reflection and discussion:

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how Jesus blazed the trail as He sent His disciples.  

Copyright, Center for Serving Leadership 2020. 

*The Serving Leader Model^TM, was developed by Dr. John Stalh-Wert, author of “The Serving Leader.” See www.CenterForServingLeadership.com for more information.       

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Effective leaders raise the bar for those who follow by identifying the values that guide their work. They call everyone to behave in ways that align with those values.

The vision or great purpose determines why we lead while values define how we lead. Serving leaders identify and define the core values for their teams.

Serving leaders don’t delegate the responsibility to clarify what values are most critical.

Serving leaders work hard to make sure that the message they value is communicated clearly and frequently throughout the organization. They check often to make sure that the message, values and great purpose are closely aligned.  

Serving leaders carefully choose their models. They share stories and recognize behaviors on their team that reflect their values.

Where serving leaders find gaps between values and practice, they correct and coach to bring alignment with the values. They raise the bar by clarifying and implementing values.   

November 25, 2020

Jesus taught and demonstrated leadership that was radically different in His time and which continues to challenge and shape millions of leaders 2000 years later. The leadership of Jesus is our model for serving leadership. In this series we will examine how Jesus demonstrated five deliberate actions as He sent out 72 of His disciples in Luke 10:1-24.  Serving leaders learn from Him and practice the same five actions which form the foundation of The Serving Leader Model^TM* The first action Jesus demonstrates is Run to Great Purpose.  

 ¹After this the Lord appointed seventy-two others and sent them two by two ahead of him to every town and place where he was about to go. ² He told them, “The harvest is plentiful, but the workers are few. Ask the Lord of the harvest, therefore, to send out workers into his harvest field. (Luke 10:1-24).

Jesus wanted to send out these seventy-two workers and had a clear plan. But before He sent them out, He clarified the vision or what we call the great purpose. Serving leaders learn the power of great purpose from His example.

The great purpose clarifies direction. 

Jesus instructed these disciples to go to the towns and places that He would soon visit. His words provided direction to them. They not only knew where they were to go; they also knew  where they should not go! A great purpose clarifies direction.

Some leaders ask people to do tasks but do not link those tasks to a great purpose. Serving leaders share the great purpose to help keep followers focused on the direction they are going. They evaluate all activities by how they move the organization towards the great purpose.

The great purpose confirms meaning.

Jesus requested these disciples to go ahead of Him to these towns. But their visit was preparation for the “harvest” that would come. Jesus carefully communicated with them that what they were doing was a part of something much larger and more significant. He provided meaning to their work. Many leaders assume that followers need only a paycheck or a title to keep working. But Jesus reminds all serving leaders that people want to know that their work has meaning and purpose beyond themselves. Serving leaders help people  to see how their actions lead to achieving the great purpose.

The great purpose creates commitment.

Jesus not only opened  their eyes to the ultimate meaning of the work He was asking them to do but He also called them to think beyond the task for that day. He invited them to pray for more workers! A great purpose inspires commitment from others. As they accept the vision as their own, they begin to own the purpose and call others to join in what they are doing. They join the leader as co-owners of the vision. At this point they are fully committed to the great purpose and are more than willing to do all that is needed to accomplish the task.

Serving leaders lead well as they follow Jesus’ example. They clarify the great purpose of their organization and keep this vision high at all times for the people they serve. They tie every action and effort to the great purpose and in doing so add meaning and purpose to everyone. They work hard to make sure every person in the organization, from the highest to the lowest, understand that they are a part of a team that is making a difference. That’s a team we all want to be on and that’s how Jesus led His team!

For further reflection and discussion:

• Read the entire passage of Jesus sending out the 72 disciples in Luke 10:1-24.  Reflect on what He was doing as a leader and how it demonstrates this action, Run to Great Purpose.
• In the organization I am a part of, what is our great purpose? Does it clarify the direction we are moving? Does it help everyone to find meaning and purpose in their roles? Does it inspire commitment from everyone in the organization? If not, what do I need to do to clarify our great purpose and when will I do it?
• Do I regularly communicate with those I lead about how their work contributes to the great purpose?
• Do I publicly acknowledge the contribution of those whose role may seem small or unrelated to the vision? 

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how Jesus raised the bar as He sent His disciples.  

Copyright, Center for Serving Leadership 2020. 

 *The Serving Leader Model^TM, was developed by Dr. John Stalh-Wert, author of “The Serving Leader.” See www.CenterForServingLeadership.com for more information.       

November 11, 2020

Joshua provides a model to all serving leaders about how to begin well in a new role or position. As we have seen in the previous two issues, he began by acknowledging the realities of his situation, then he believed in God’s promises. But leadership is all about relationships and Joshua also models well how to connect with the people.

¹⁰  So Joshua ordered the officers of the people: ¹¹  “Go through the camp and tell the people, ‘Get your provisions ready. Three days from now you will cross the Jordan here to go in and take possession of the land the LORD your God is giving you for your own.’ ” ¹²  But to the Reubenites, the Gadites and the half-tribe of Manasseh, Joshua said, ¹³  “Remember the command that Moses the servant of the LORD gave you after he said, ‘The LORD your God will give you rest by giving you this land.’ ¹⁴  Your wives, your children and your livestock may stay in the land that Moses gave you east of the Jordan, but all your fighting men, ready for battle, must cross over ahead of your fellow Israelites. You are to help them ¹⁵  until the LORD gives them rest, as he has done for you, and until they too have taken possession of the land the LORD your God is giving them. After that, you may go back and occupy your own land, which Moses the servant of the LORD gave you east of the Jordan toward the sunrise.” ¹⁶  Then they answered Joshua, “Whatever you have commanded us we will do, and wherever you send us we will go. ¹⁷  Just as we fully obeyed Moses, so we will obey you. Only may the LORD your God be with you as he was with Moses. ¹⁸  Whoever rebels against your word and does not obey it, whatever you may command them, will be put to death. Only be strong and courageous!”   (Joshua 1:11-18).

By the end of these verses, there was a strong relational bond between Joshua as a leader and those who followed. He was ready to lead and they were ready to follow!

All serving leaders can learn three things from the way Joshua connected with the people.

Connect with the influencers of the people. Joshua first addressed the “officers” of the people. These were the primary influencers in the nation and Joshua connected with them directly. He acknowledged their role and did not attempt to do their work. He gave them a message to deliver, knowing that the people under them would receive the message well from them. Serving leaders recognize that while they may not be able to connect personally with everyone in a large organization, they can connect well with those who influence others. As they establish strong relationships with these influencers, they increase their ability to serve the entire group well.

Connect with the interests of the people. “the land the LORD your God is giving you.”  Joshua already knew what the people were interested in, he understood their hearts. They were passionate about entering the land God had promised to them.

Serving leaders learn to know the hearts, passions, and interests of those they lead. They serve them well by pointing out how the next steps take them closer to their goals. They recognize that leadership is not only about helping the leader reach his or her goals, but helping those they serve accomplish the desires of their heart.

Connect with the individuality of the people.  Joshua had special instructions for two of the tribes who were in a unique situation (see verses 12-16). He did not attempt to treat everyone exactly the same way. Serving leaders connect with people by learning their uniqueness. They seek to understand the strengths and weaknesses of each person on their team and they shape their leadership to best serve the individuality of those they lead. Serving leaders serve everyone well but do not serve everyone the same. 

Serving leaders, especially as they begin new roles, make an effort to connect with the people they serve. They learn from Joshua that beginning well always includes strong relationships.

Until next time, yours on the journey,

Jon Byler

For further reflection and discussion:

In the next issue, we’ll begin to look at how Jesus modeled the five actions of serving leaders. 

Copyright, Center for Serving Leadership, 2020. 

October 28, 2020

As we saw in the last issue, Joshua began well in his new role by acknowledging the realities of his situation. As he began he heard God give him several promises. 

⁵  No one will be able to stand against you all the days of your life. As I was with Moses, so I will be with you; I will never leave you nor forsake you. ⁶  Be strong and courageous, because you will lead these people to inherit the land I swore to their ancestors to give them. ⁷  “Be strong and very courageous. Be careful to obey all the law my servant Moses gave you; do not turn from it to the right or to the left, that you may be successful wherever you go. ⁸  Keep this Book of the Law always on your lips; meditate on it day and night, so that you may be careful to do everything written in it. Then you will be prosperous and successful. ⁹  Have I not commanded you? Be strong and courageous. Do not be afraid; do not be discouraged, for the LORD your God will be with you wherever you go” (Joshua 1:5-9).

At the beginning of his leadership journey Joshua heard and believed these promises which would become foundational to his leadership practice. God gave three promises that all serving leaders rely on, not only to begin their journey, but also to continue well.

God promises His presence.

“I will be with you; I will never leave you nor forsake you.” God promised Joshua that whatever would happen to him as a leader, God would be with him. Leaders make difficult decisions and carry the burdens of knowing their decisions impact all those under their leadership. Sometimes there are choices which need to be made which will not be accepted by those they lead. The weight of these responsibilities can cause a leader to feel lonely. But God promised Joshua that in every situation, he would not be alone, he would have God’s presence with him. Serving leaders acknowledge that they need to draw on a source of wisdom and understanding especially as they step into new levels of responsibility or face unexpected challenges.  Serving leaders rely on God’s presence to give them wisdom for the challenges of leadership. His presence gives serving leaders an awesome advantage!

God promises His power.

Three times in these verses God tells Joshua, “Be strong and courageous.”  Joshua would need strength and power for his new role. He was to lead people into a new land and there would be battles ahead. Leadership requires strength. Joshua was expected to do his part, but it would not be enough. As he began this role, he needed to be aware that he would not succeed because of his own credentials or previous experience. He needed the additional power God promised. So God reminded him the land he would conquer was promised by God and would provide His power to help Joshua accomplish the task. The mission was His! Serving leaders receive training and learn from books and other excellent resources. They work hard and do all they can. But they also gratefully believe that God has promised them the power they need to do what He has called them to do.

God promises His plan.

God expected Joshua to lead well, but He also assured Joshua that He had a plan. He first gives Joshua personal instructions, to carefully obey God’s law so he would “be prosperous and successful.” God would later add more details to this plan but as Joshua began, obedience was the foundation. Serving leaders do not simply develop their own plans; they seek to follow God’s plans. They believe that God’s plan is far greater and more significant than what they can conceive on their own.

Joshua began well by believing the promises God gave him. Serving leaders do the same.

Until next time, yours on the journey,

Jon Byler

For further reflection and discussion:

(If you are not in a new role currently, consider how these question apply to the place where you now serve.)

• In my current leadership situation, how clearly do I sense God’s presence? What difference does it make in the way I lead? Are there things I need to do to increase my awareness of His presence in my daily activities?
• In what way do I need power right now in my leadership? Do I tend to rely only on my own power or do I regularly acknowledge my need for God’s power in my leadership?
• God commanded Joshua, “Keep this Book of the Law always on your lips; meditate on it day and night, so that you may be careful to do everything written in it.” In what way do I practice this in my own leadership? Are there changes I need to make to follow Joshua’s example?
• Does my leadership focus primarily on my plans or discovering and implementing God’s plans? In what way is God inviting me to learn more about His plans for my leadership?         

In the next issue, we’ll examine how serving leaders begin well by connecting with people.

Copyright, Center for Serving Leadership, 2020. 

October 14, 2020

In the last series we learned from Moses how serving leaders transition well. Now, let’s examine the other side of that process, the beginning of a new role for Joshua, his successor. All leaders will experience times when they step into a new position of leadership responsibility or transition to a new organization or group. What does it look like to begin well? In this series we will examine at the ABC’s of beginning well from the life of Joshua: Acknowledge realities, Believe in God’s promises and Connect with people.

Leaders often begin roles with unrealistic expectations. They may expect it to be the best role ever or they may have doubts about their competence for the task. In either case serving leaders need to acknowledge the realities as Joshua did.

¹  After the death of Moses the servant of the LORD, the LORD said to Joshua son of Nun, Moses’ aide: ² “Moses my servant is dead. Now then, you and all these people, get ready to cross the Jordan River into the land I am about to give to them—to the Israelites. ³  I will give you every place where you set your foot, as I promised Moses (Joshua 1:1-3).

From Joshua serving leaders learn to acknowledge three realities as they begin new roles.

Acknowledge the past.

Joshua was reporting for duty in his new role.  The first thing that God speaks to him acknowledges the past, “Moses my servant is dead.” Ponder that for a moment. With five simple words God acknowledges the great leader that preceded Joshua. Moses walked through the Red Sea and met with God on Mount Sinai! It was a tough job for Joshua to follow in his footsteps. God did not want Joshua or serving leaders to ignore the past as they begin a new role.

Serving leaders acknowledge their own past. They bring their personal history into the new role. They acknowledge what they learned in the past from their mistakes and victories.

Serving leaders also acknowledge the past which belongs to the organization they are joining. They are eager to bring their own gifts and calling to the new role and to bring change, but before they seek to change the future, they acknowledge the past! If they have a predecessor, they seek to learn about what that person did and why they led in that way. They speak respectfully of those who came before them no matter what their performance.  Serving leaders acknowledge and learn from the past but they don’t dwell on it.

Acknowledge the present.

God moves quickly from the past to the present. “Now then, you….” Moses was gone and would not return. Joshua is now the leader of the people. God wants him to acknowledge this reality. Joshua needed to learn to see himself in a new way for the new role. He was no longer the assistant to the leader; he was now in charge! Serving leaders accept the mental change that needs to happen in a new role but not with pride or confidence in themselves. They acknowledge with humility and gratitude their new position of service.  

Acknowledge the task.

Then God reminds Joshua of the work ahead, “Now then…. get ready to cross the Jordan River into the land…” God had work for Joshua to do and it was a huge task, leading a nation of people into hostile territory.  God has a task for all serving leaders who begin new assignments or carry on at old ones. Serving leaders have roles because there is work that needs to be done to accomplish God’s purposes for a particular place and time. Serving leaders acknowledge that God has given them a place to serve to accomplish His task. They recognize that leadership is not about them but the great purpose of God. They begin well by acknowledging the realities of the past, the present and the task at hand.  

Until next time, yours on the journey,

Jon Byler

For further reflection and discussion:

(If you are not in a new role currently, consider how these questions apply to the place where you now serve.)

• What history do I need to acknowledge to serve well in my present role? How do I speak about those who came before me? Is my tendency to focus on the past too much or too little?
• Do I accept myself and the role in which I now serve? Is it easier for me to see myself less than or greater than I should see myself? What does this say about the condition of my heart? Take a moment to allow God to speak to you about the condition of your heart. Ask Him to bring to your mind ways that He wants you to bring yourself to your current role. 
• What is the task to which I am called? Is it clear to me how God intends for me to use my position of influence to advance His purpose in the group I serve? If not, what do I need to do to clarify this call? 

In the next issue, we will look at how leaders begin well by believing in God’s promises.   

Copyright, Center for Serving Leadership, 2020. 

June 24, 2020

We have looked at how Moses acknowledged the realities in his transition and how he blessed Joshua, his successor. In this final issue, we will look at how he cherished the relationships. The story tells us the profound impact of his death on the people. “The Israelites grieved for Moses in the plains of Moab thirty days, until the time of weeping and mourning was over” (Deuteronomy 34:8).

The death of Moses was a monumental event for the nation of Israel. Moses led them out of Egypt and for forty years in the desert. He was the only leader they had known and now he was gone! Their mourning demonstrated the depth of relationships that Moses had with the people.

In the thirty days of mourning they must have recalled the many stories of his leadership. They remembered how he confronted Pharaoh, parted the Red Sea, brought them the Ten Commandments, covered his shining face after being in God’s presence, constructed the tabernacle, and ordained Aaron. They told stories of the time he brought water from the rock, watched the earth swallow Dathan and Abiram, put up the bronze snake to save them from the plague and appointed 70 elders.

Moses’ transition reminds us all that leadership is ultimately about relationships. His leadership was not about how many people he led or how many years he led them. His influence was not measured in the distance he took them from Egypt to the border of the Promised Land. His leadership was measured by relationships. In transition, servant leaders learn to cherish all the relationships involved.

Cherish the relationships of those you have led. Moses loved the people he led. The entire book of Deuteronomy is his farewell address to the people for whom he was willing to give up his place in heaven (see Exodus 32:31,32). As he came to the end of his leadership journey, he took one chapter (Deuteronomy 33) to bless each of the tribes. Moses’ transition reveals the grieving of the loss of relationships that was required.

Servant leaders learn that a part of cherishing relationships is to release them. A transition in leadership requires a change of relationships and a releasing of those you have loved. A servant leader may be able to maintain friendships with people after they move on, but they acknowledge that they will no longer be their pastor, boss, manager or director. Servant leaders cherish these relationships but do not expect them to continue in the same way.

Cherish the relationship with those who will lead. We have already looked at the way Moses blessed Joshua, his successor as he laid hands on him in the presence of everyone. Earlier, Joshua was by his side as he sang his final song to the nation (Deuteronomy 32:44).

Moses honored this relationship and demonstrates to all servant leaders how to cherish the relationship with our successor. There can be some tension or awkwardness in the relationship with the one who follows you. But servant leaders honor their successor by refusing to listen to the questions or complaints of those they previously led. They graciously point others in the direction of the new leader.

Cherish the relationships of the future. Moses’ transition was a final departure from this world. He entered into a new realm of eternal relationships. But for most of us, our transition will lead us from leadership in one group or location to another. The time of mourning will one day be over as it was for Moses.

While servant leaders grieve the loss of relationships in a transition, they anticipate with joy the relationships of the future. Their heart to serve will lead them to new relationships. And as they pour their life and love into those new relationships, with time these relationships will become as rich and full as those they are leaving behind.

Servant leaders transition well. Whether they are going through a transition or preparing for one they learn from Moses to acknowledge the realities, bless their successor and cherish relationships.

Until next time, yours on the journey,

Jon Byler

For further reflection and discussion:

• In the transitions I have observed, how have I seen leaders doing well at cherishing relationships? How have I seen relationships handled poorly?   
• In previous transitions in my leadership, how well have I done at cherishing relationships? What was the result?
• In my current role, what do I need to do today to cherish the relationships God has entrusted to me?
  
  

June 10, 2020

In the last issue we looked at how Moses accepted the realities of his transition. Now, let’s turn our attention to Joshua, his successor.

“⁹Now Joshua son of Nun was filled with the spirit of wisdom because Moses had laid his hands on him. So the Israelites listened to him and did what the LORD had commanded Moses. ¹⁰Since then, no prophet has risen in Israel like Moses, whom the LORD knew face to face, ¹¹who did all those signs and wonders the LORD sent him to do in Egypt—to Pharaoh and to all his officials and to his whole land. ¹²For no one has ever shown the mighty power or performed the awesome deeds that Moses did in the sight of all Israel” (Deuteronomy 34:9-12).

Moses blessed Joshua in several ways and shows all servant leaders how to bless their successor when they transition.

Prepare them well. Joshua was “filled with the spirit of wisdom.” This came after years of investment and preparation by Moses in his life. Moses shared responsibilities with Joshua. He provided opportunities for Joshua to encounter God and mingle with other national leaders. Joshua was able to gain experience in battle, make mistakes, and much more. When it was time for transition, Moses had already prepared Joshua well.

Servant leaders don’t wait for transition to invest in the lives of other leaders, it’s a part of their heart to see others succeed. They bless their successor by preparing them well. In situations where the leader does not have the privilege of choosing their successor, they do their best to hand over in a way that allows their successor to succeed. And they do all they can to prepare the people to receive the new leader.

Commission them well. Moses “laid hands on him.” This symbolic act was a significant part of Moses’ transition process. By laying his hands on Joshua, Moses publicly acknowledged that he was no longer the leader. His hands blessed Joshua to succeed him as he transferred his leadership authority. The outcome was beautiful, “the Israelites listened to him and did what the LORD had commanded Moses.”

When servant leaders transition well, God’s work continues without interruption. Servant leaders don’t quietly exit their roles. They openly bless the new leader and seek to transfer to him or her the trust and influence they have worked hard to develop. Publicly and privately they do all they can to ensure the success of their successor.

Leave them well. The final gift that Moses gave to Joshua was to disappear from the scene! He didn’t stay around to evaluate Joshua’s effectiveness or to point out mistakes. He left! Servant leaders transition well by leaving when their time finishes. Servant leaders don’t need to die to leave well! But they let their ego die and make sure they get out of the way of the new leader. They make it clear that they will no longer serve in their former role. When possible and appropriate, they provide physical distance of space and time to allow the new leader to pick up responsibilities without their interference.

Obviously, there may be times when a transition involves a gradual transfer of power and the transitioning leader continues to provide some form of mentoring or coaching to the new leader. This can be a healthy transition. But there will always be a time when staying longer does more harm than good! Servant leaders are willing to leave and let others pick up their role.

Servant leaders long for the success of the group they lead. So, they prepare successors long before their transition. And when it is time to transition, they bless them with good preparation and public commissioning. Then they get out of the way!

Until next time, yours on the journey,

Jon Byler

For further reflection and discussion:

• In transitions I have observed how have I seen leaders doing well at blessing their successor? How have I seen a lack of blessing for successors? What were the long-term results? 
• In previous transitions in my leadership how well have I done at blessing my successor?
• In my current role, what do I need to do today to best prepare for another person to succeed me?

In the next issue, we’ll examine the “C” in the ABC’s of transitioning well:

Acknowledge the Realities

Bless the Successor

Cherish the Relationships.

May 27, 2020

Every leader will sooner or later come to a time of a change of leadership. This transition may happen by choice, circumstances, God’s call, or simply the passing of time. So, all leaders are either coming from a transition, working on a current transition, or laying the foundation for a future transition!

As I write, I’m facing a significant transition in my own leadership. So perhaps I’m writing this for my own benefit, but I invite you to discover with me how servant leaders transition. We’ll examine the final transition of Moses’ life where he models the ABC’s of transition: Acknowledge the Realities, Bless the Successor, and Cherish the Relationships.

“¹Then Moses climbed Mount Nebo from the plains of Moab to the top of Pisgah, across from Jericho. There the LORD showed him the whole land—from Gilead to Dan, …. ⁴Then the LORD said to him, “This is the land I promised on oath to Abraham, Isaac and Jacob when I said, ‘I will give it to your descendants.’ I have let you see it with your eyes, but you will not cross over into it.” ⁵And Moses the servant of the LORD died there in Moab, as the LORD had said. ⁶He buried him in Moab, in the valley opposite Beth Peor, but to this day no one knows where his grave is. ⁷Moses was a hundred and twenty years old when he died, yet his eyes were not weak nor his strength gone.  The Israelites grieved for Moses in the plains of Moab thirty days, until the time of weeping and mourning was over” (Deuteronomy 34:1, 4-8).

One moment Moses was a great leader of an entire nation. The next moment he transitioned to his eternal reward. The first thing servant leaders can learn from his transition is to acknowledge three realities.

Acknowledge the reality of what has been done. Moses had led the nation through some very difficult times. I’m sure as he climbed slowly up the mountain he reflected on the parting of the Red Sea, the 10 Commandments, the water from the rock, and other highlights of his 40 years of leadership. Much had been done.

Servant leaders acknowledge with gratitude to God all that has been accomplished. And when they have led well, much has been done. They are not proud of themselves but are able to celebrate the reality of what God has done!

Acknowledge the reality of what remains undone. God provided Moses with a glimpse of the land promised to his people. I can feel Moses’ pain as he heard God’s words, “You will not cross over into it.” For years Moses had kept the vision alive but now he was leaving, and much was undone.

When servant leaders face transition, they acknowledge that there are things which remain undone. Whether that is because of their own mistakes (as it was with Moses) or simply because the time has come to transition, they accept the reality that much remains undone. They understand that God’s vision is always greater than their own leadership and some aspects will not be achieved before they transition.

Acknowledge the reality of what will be done. As Moses scanned the land of Israel, he could see what would happen after he was gone. Another leader would do what he had not!

This painful reality is not easy for any leader to accept. Some leaders don’t acknowledge the reality that they are growing old! Or that they have done all they can do for the organization. Or that others are needed to step in with new gifts to breathe new life into the vision. But servant leaders learn from Moses to acknowledge this reality when it is time for transition.

Servant leaders in transition celebrate what has been done while acknowledging that God will use another leader to accomplish what remains undone. They acknowledge these realities as they follow God’s direction in transition. They cry out to God to guard their hearts against pride, jealously, or a sense of failure. They are willing to keep serving in the place to which God will lead them.

Until next time, yours on the journey,

Jon Byler

For further reflection and discussion:

• In transitions I have observed, how have I seen leaders doing well at acknowledging the realities? How have I seen them not acknowledge realities?     
• In previous transitions in my leadership, how well have I acknowledged what has been done, what remains to be done and what will be done?
• In my current role, what do I need to do today to best prepare to transition well?

In the next issue, we’ll look at the “B” in the ABC’s of transitioning well:

Acknowledge the Realities

Bless the Successor

Cherish the Relationships

May 13, 2020

We have already looked at several biblical ways that leaders were chosen in the book of Acts. Some leaders were chosen by divine commissioning. Others were chosen by the people while some were simply appointed by the founders. In some cases, there was a mix of different methods. Now we will examine a final way that leaders were chosen, best illustrated from the life of Paul. “He sent two of his helpers, Timothy and Erastus, to Macedonia, while he stayed in the province of Asia a little longer” (Acts 19:22).

What was happening in this situation? Paul was raising up leaders and developing Timothy and Erastus. Then he sent them to lead in Macedonia. Servant leaders can learn from Paul to choose leaders by developing people.

The process of choosing by people development. How did Paul choose leaders by developing people? Paul’s DNA included a passion for church planting but the fuel for his amazing impact was his pattern of multiplication and people development. Everywhere he went he went with a team of people that he was developing. He chose leaders from those he had developed. This process of developing and commissioning people as leaders is one of the reasons for the Apostle Paul’s lasting influence on the church.

It appears that Paul was not developing people for specific positions, he simply developed people, then chose them for roles that suited their calling. (See Acts 18:19 for another example.) Some may argue that they were not given official roles or positions of leadership. But Paul sent them with the authority to lead and act on his behalf.

Servant leaders see the process of people development as a part of their call from God. They recognized that our world needs leaders and they seek to develop them with or without positions. Developing others is at the heart of servant leadership.

The power of choosing by people development. This method of choosing leaders has several advantages. This is perhaps the most proactive approach to appointing leaders. The other methods we have examined require a leader to be present and then he or she is chosen.

Paul didn’t wait for leaders to develop, he invested in their lives! As he developed leaders, he had a group from which to select leaders needed for a specific location or assignment. This way of choosing leaders provides much time for the potential leader to be well known by the current leader. No interview is needed, they have been working closely together for a long time! There is a strong relational bond between Paul and those he developed.

Servant leaders acknowledge the power of choosing leaders from those they have developed. They see the way this can multiply leaders for God’s purposes, and they follow Paul’s example by investing in developing those around them.

 The pitfalls of choosing by people development. There can also be challenges with this approach. Some leaders may develop people only to fill their own agendas or to accomplish their own visions. This is ultimately a selfish motive and may lead to unhealthy patterns of relating. Another danger is that a leader may not look beyond the persons he or she knows personally when selecting a leader. They may overlook others with great potential. Servant leaders wisely avoid the pitfalls of choosing by developing people as they follow the example of Paul.

Servant leaders see the option of choosing by people development as one of the ways God can direct the building of their team. But they continually seek God’s direction for the process of selecting leaders. They seek to follow His direction in every situation and are careful to recognize that at different times, God may lead in a way that is not their preferred method. They acknowledge that there is more than one biblical way to choose leaders.

Until next time, yours on the journey,

Jon Byler

For further reflection and discussion:

• How have my previous experiences and the thinking of those around me shaped my view on whether or not choosing by people development is a good way to choose leaders?
• How likely am I to use choosing by people development to choose a leader? If I am very likely to use it, have I consciously avoided the pitfalls of this method? If I am unlikely to use it, in what ways might God be calling me to consider this method as a practical option for my situation?
• In what situations might choosing by people development be the best choice for me to choose leaders? In what situations might choosing by people development be a poor choice for me?        

(To fully comprehend the methods Paul used to develop others, there will be a future series on this subject.)

In the next issue, we’ll examine The ABC’s of Transition!

April 29, 2020

Getting the right person in the right place is one of the greatest challenges of leadership. We could look at the selection of leaders from a human resources position and examine resumes or CVs.

Servant leaders certainly can use these resources, but they also want their selections to follow God’s direction. Many will point to the early church to validate their preferred style for choosing leaders as the ‘biblical’ style and the best approach. But what does Acts teach servant leaders about the correct method of choosing leaders?

There are at least four distinct ways leaders were chosen in the early church. We have already examined “divine commission” and “popular selection” as different ways leaders were chosen in the early church. But here is another way. “²¹They preached the gospel in that city and won a large number of disciples. Then they returned to Lystra, Iconium and Antioch, ²² strengthening the disciples and encouraging them to remain true to the faith. ‘We must go through many hardships to enter the kingdom of God,’ they said. ²³ Paul and Barnabas appointed elders for them in each church and, with prayer and fasting, committed them to the Lord, in whom they had put their trust” (Acts 14:21-23).

In this situation, Paul and Barnabas as the church leader appointed elders in each church. Let’s reflect on this kind of leadership appointment.

The process of choosing by leadership appointment. The process used by Paul and Barnabas seems quite simple, they just “appointed elders” in these churches. It does not appear that they asked for input from the church members and they did not hold an election. However, they did include “prayer and fasting” as a part of this process.

Servant leaders learn from their example that when choosing leaders this way it is helpful to seek God’s direction. Servant leaders do not use this method to put their friends or family members in leadership roles. They use this method as an act of service to those who will be under the newly appointed leaders. When servant leaders use this process in the marketplace, they are careful to consider the impact of their decision on those who will follow.

The power of choosing by leadership appointment. There are several advantages of choosing leaders by appointment. It is a simple method and can be done quickly if there is an urgent need for action. In some situations, the leader doing the appointing may have a better assessment of the person’s gifts, calling, and capacity than those who are following.

In the case of these churches, Paul and Barnabas may have realized the level of maturity in the new believers was not yet strong enough to choose the right leaders. So, this method may be an advantage in a young group. The leaders who were chosen in this way had the clear support of Paul and Barnabas, the founders of the church, and would be seen as their representatives.

Servant leaders learn from this example to carefully consider the gifts and calling of an individual and to seek God’s guidance before taking any action. Then they confidently appoint leaders for the good of all.

The pitfalls of choosing by leadership appointment. While there seems to be no problem with the appointments made by Paul and Barnabas, this approach needs to be used with caution. The power to appoint with no input from others can feed a leader’s ego and lead to bad appointments. Leaving people out of the process may work in some situations but in other contexts will result in resentment towards the leader chosen. And the loyalty of the appointed leader may be more towards the person who appointed them instead of a commitment to serve those under them.

Servant leaders wisely avoid the pitfalls of leadership appointments. Like Paul and Barnabas, they seek direction from God and appoint a team instead of individuals. They don’t allow this to be the only way leaders are ever selected.

Servant leaders see the option of choosing by leadership appointment as one of the ways God can direct the building of their team. But they also recognize that there are times that God will lead them to choose another method. In the next issue, we’ll look at the last method of choosing leaders.

Until next time, yours on the journey,

Jon Byler

For further reflection and discussion:

• How have my previous experiences and the thoughts of those around me shaped my view of the benefits or disadvantages of appointing leaders?
• How likely am I to use appointing leaders to choose a leader? If I am very likely to use it, have I consciously avoided the pitfalls of this method? If I am unlikely to use it, in what ways might God be calling me to consider this method as a practical option for my situation?
• In what situations might appointing leaders be the best choice for me to choose leaders? In what situations might appointing leaders be a poor choice for me?

In the next issue, we’ll look at selecting leaders by people development.