What do you call what you do today? If you use words like “work”, “job”, “career” or “profession” you may miss the element of God’s call on your daily activity. But the word “vocation” conveys the idea of a calling and better reflects the biblical perspective. Whether you are a farmer, a plumber, a graphic designer, a computer engineer, a manufacturer, or an office worker, your work today matters because it reflects God’s calling for you. It is a sacred vocation, just as it was for two men called to build the tabernacle during the time of Moses. 

³⁰ Then Moses said to the Israelites, “See, the Lord has chosen Bezalel…., ³¹ and he has filled him with the Spirit of God, with wisdom, with understanding, with knowledge and with all kinds of skills— ³² to make artistic designs for work in gold, silver and bronze, ³³ to cut and set stones, to work in wood and to engage in all kinds of artistic crafts. ³⁴ And he has given both him and Oholiab…, the ability to teach others. ³⁵ He has filled them with skill to do all kinds of work as engravers, designers, embroiderers in blue, purple and scarlet yarn and fine linen, and weavers—all of them skilled workers and designers (Exodus 35:30-35, NIV).

These two men were called to do the work of building and furnishing the tabernacle.

Our vocation is a response to His call.

God called these two men for the special task of building the tabernacle. “See, The Lord has chosen Bezalel…and has filled him with the Spirit of God…” This calling to work in wood, metal and stones was just as genuine as God’s calling to Moses to lead the people. There are eight distinct skills mentioned in these verses, each reflecting God’s creativity through human work. We could add a long list of the many ways God calls people to fulfill His commission to “fill the earth” introduced in the previous issue.

Some leaders see their daily work as a reflection of the choices they have made about their careers. But serving leaders see their work as a response to God’s call on their lives. 

Our vocation is a reflection of His excellence.

God “filled them with skill” to do the work He called them to do. The tabernacle was to be a beautiful expression of God’s glory and He expected them to complete the work with excellence. When we view our daily work as a calling from God, we will want to do the best we can to reflect His excellence. Paul echoes this when he urges us to “work with your hands…so that your daily life may win the respect of outsiders…” (1 Thessalonians 4:11-12).

Some leaders view their work as simply a way to earn an income and are not concerned about the quality of their efforts. But serving leaders seek to work with excellence because they see their work as a calling from God.

Our vocation is a response of worship to His glory

These craftsmen were “filled with the Spirit” to build a place of worship for God. Their skill and excellent work was also an act of worship! They were not just cutting wood and shaping stones, they were worshipping God through their work. When God calls us to a specific work and we do it for His glory, the work itself is an act of worship. The most mundane tasks become meaningful when they are offered as worship. Paul affirms this when he says, “So whether you eat or drink or whatever you do, do it all for the glory of God” (1 Corinthians 10:31). Some leaders work for themselves and focus on what they will gain from their efforts. But serving leaders see their work as an act of worship to God. 

For further reflection and discussion:

How clearly do I see my work as a calling from God?  Do I sense that God called me to my profession? How would it impact me to refer to my work as my “vocation”?

Is there any way that I see church leadership as more spiritual than other professions? In what way is my own work a “full time ministry” for God?

Do I consistently do the best work I can to bring honor to God? What would I change if He showed up tomorrow where I am working?

In what way is my daily work an act of worship? What could I do to be more aware of how my work is an offering of worship to God?

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how your work reveals God’s Kingdom.

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.

Secure leaders serve those they lead by embracing differences.  Instead of being threatened by differences, they see differences as a strength.  The leadership team in Antioch was filled with five remarkably secure leaders.  

¹ Now in the church at Antioch there were prophets and teachers: Barnabas, Simeon called Niger, Lucius of Cyrene, Manaen (who had been brought up with Herod the tetrarch) and Saul. ² While they were worshiping the Lord and fasting, the Holy Spirit said, “Set apart for me Barnabas and Saul for the work to which I have called them.” ³ So after they had fasted and prayed, they placed their hands on them and sent them off (Acts 13:1-3, NIV)

This team modeled how and why serving leaders embrace differences. 

Secure leaders embrace different backgrounds because they provide perspective.

This group came together from remarkably diverse backgrounds. Barnabas came from the island of Cyprus and was a Jew but spoke Greek. Simon (a Jewish name) and Lucius (a Latin name) were Africans and likely black. Manaen was a Palestinian with Greek background who grew up in the center of the political world in Judea. Saul, who would become Paul, was a well-educated Jew from Tarsus.  The team was clearly multi-racial and multi-ethnic. Their different backgrounds gave them the diverse perspectives they needed to lead the growing church in Antioch with its mixture of Jews and Gentiles. Their different backgrounds and perspectives made them a dynamic team.  Where there was a need for someone to speak in a Jewish synagogue, Paul was prepared. Barnabas could speak Greek. Manaen could speak to the Gentile politicians and Simon and Lucius could connect with immigrants. This diversity could have caused significant conflict, but these leaders were secure enough to embrace the different perspectives each brought to the team.

Insecure leaders see different backgrounds as a threat and a distraction. They look for people who think like themselves and see the world in the same way. But secure serving leaders serve by embracing those from different backgrounds.

Secure leaders embrace different gifts because they produce strength.

There were many different gifts represented in this circle of leaders, some were prophets, some were teachers. Barnabas was an encourager, a giver and a man of faith. He recognized the need to bring Saul to Antioch to help with the young church (see Acts 11;19-26). Saul was a strategic visionary. With the others, they were a strong team because of their different gifts.

Insecure leaders don’t readily accept and affirm the gifts of others. They feel threatened when others do things better. But secure serving leaders see different gifts as a strength. They acknowledge and affirm the value that other gifts bring. They serve by embracing different gifts.  

Secure leaders embrace different callings because they propel innovation.  

As the team worshipped and fasted it became clear that two were called to go. As they released Barnabas and Saul, they launched a new age of church expansion and innovation that would go to the ends of the known world!

Insecure leaders can’t see beyond their own work or envision greatness beyond themselves and their own calling. But secure serving leaders recognize that different callings can lead to innovative expansion. They serve by embracing different callings.

For further reflection and discussion:

• How diverse is my team in terms of backgrounds? Gifts? Calling? How does this impact my success?
• In what ways can I encourage the different perspectives on my team?
• Have I tended to bring around me people with gifts that are similar or different from mine? How has that impacted my leadership capacity?
• How clearly have I recognized and affirmed the different gifts on my team? Who can I talk to today to express my appreciation for the gift they bring which is so different from mine?
• What has been my attitude towards those whose calling is quite different from mine? Have I been able to bless and release these gifts in ways that produce new initiatives? Who on my team currently may have a call to something new and different? How can I encourage them to follow that call?   

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how secure leaders accept mistakes.

How secure are you in your leadership role? And how does your personal security as a leader impact your ability to serve others? In this series we’ll examine the differences between secure and insecure leaders and discover why secure leaders are serving leaders. Many persons in positions of leadership are insecure but Jesus modeled a very different way.

3 Jesus knew that the Father had put all things under his power, and that he had come from God and was returning to God; 4 so he got up from the meal, took off his outer clothing, and wrapped a towel around his waist. 5 After that, he poured water into a basin and began to wash his disciples’ feet, drying them with the towel that was wrapped around him (John 13:3-5, NIV).

Much has been written about Jesus’ actions here, washing the feet of His disciples with water and a towel, the work of a servant. But the verses that precede His actions reveal that His act of service flowed from three things He knew that gave Him security as a leader.  

Secure leaders know their authority.

 Jesus knew that all things were “under his power…” He was aware of the power and authority He carried with His disciples. Because He was secure in his authority, He could stoop to wash the feet of His disciples. His act of serving did not diminish His authority in any way. He had nothing to prove and nothing to hide.

Some leaders are afraid to serve others because they fear it would make them look less powerful. They believe that powerful leaders have others serving them. So, the more that they get others to serve them, the greater of a leader they believe they are. This is a low and distorted view of leadership! Serving leaders are secure and recognize, like Jesus, that they are in a position of authority to bring value to others and to serve them. Serving leaders use their authority for the sake of others, not themselves. This happens only when they are secure in the authority they have.

Secure leaders know their identity.

Jesus knew that His relationship with His Father was the source of His authority and that “he had come from God…” He was secure in who He was. His title or leadership role did not in any way change His identity. He could wash feet without changing who He was.

Insecure leaders by their actions or words ask others, “Don’t you know who I am? I’m the chairman, the CEO, or the pastor!” They want to be seen and recognized as important people and they look to their leadership role as a validation of their identity. They get their identity from their title and cannot serve others because that would seem to lessen their status.

But secure serving leaders are not focused on who they are; they focus on who others are—and seek to build and strengthen those they lead. They don’t need to prove their identity; they are secure in who they are. Therefore they have no problem serving others.

Secure leaders know their destiny.

Jesus was aware that “he was returning to God.” He understood that His ultimate destiny was not tied to His leadership role. Therefore, serving others would not change His future.

Some leaders are afraid to serve others because they fear that if they give power away and build others up, there will be nothing left for them to do! They are afraid to serve because they are not confident of their own destiny.  

But serving leaders are confident about their destiny. They acknowledge that their leadership is not about them or what they will get out of it. They are in leadership to serve others and serve because it is the right thing to do, not because of what they might gain from their actions.

As a secure leader, Jesus served. Secure leaders are serving leaders.

For further reflection and discussion:

• How secure am I as a leader? What evidence of this do I see in my leadership?
• Do I use my leadership role to demonstrate my own power and authority? In what ways
• Are there ways that my identity is tied to my leadership role? What would happen to my perception of myself today if I lost my title or position?
• Do I ever fear that serving and empowering others may result in me not having anything useful to do? How does this impact my leadership?  

Until next time, yours on the journey,

Jon Byler

In the next issues we will look at the actions of secure leaders, first at how secure leaders encourage.

All leaders fight battles—but not all leaders know what battles they should fight or how to win the battles. Paul gave Timothy instructions about how to serve others by successfully fighting and winning the right battles.

¹⁸ Timothy, my son, I am giving you this command in keeping with the prophecies once made about you, so that by recalling them you may fight the battle well, ¹⁹ holding on to faith and a good conscience, which some have rejected and so have suffered shipwreck with regard to the faith (1 Timothy 1:18-19, NIV).

¹¹ But you, man of God, flee from all this, and pursue righteousness, godliness, faith, love, endurance and gentleness. ¹² Fight the good fight of the faith. Take hold of the eternal life to which you were called when you made your good confession in the presence of many witnesses (1 Timothy 6:11–12).

Some of Paul’s instructions to Timothy go against the natural instincts of a leader who is faced with a battle. But serving leaders carefully observe what Timothy learned from Paul and learned how to fight by running in the right direction at the right time.

Timothy learned to fight by running back.   

Paul encouraged Timothy to remember the “good confession” and the prophecies that had been made about him “so that by recalling them you may fight the battle well…”  Timothy learned to fight by running back to the memories that would help keep him grounded. He needed to remember who he was, why he was called, and the great purpose for which he served as a leader. As he ran back, he would gain clarity on which battles to fight and which direction to run.

Some leaders facing battles run away instead of running back. Others run quickly towards the battle but lack the solid footing that comes from recalling their purpose. They run into the battle with no sense of who they are or why they are leading. Serving leaders facing any battle fight first by running back! They run back to where they get their stability and strength. They reflect on where they have come from and why they are leading. They recall their great purpose. Then, with clarity of purpose and focus, they can face the battle.

Timothy learned to fight by running away.

Paul also encouraged Timothy to fight by fleeing “from all this”! It does not seem courageous to avoid battles, but Timothy learned that some battles are won by running away! (*See note.) He needed to turn away from areas of temptation and weakness.

Some leaders try to fight every battle. They simply charge forward believing that if there’s a battle, they should lead the charge and win. But serving leaders run away from some battles and find victory by avoiding the things that lead them in the wrong direction.

Timothy learned to fight by running toward.

At the same time Paul urges Timothy to flee from some things, he tells Timothy to “pursue” others. Timothy was learning to fight by running toward what was right and good. As he pursued these things, he strengthened his leadership capacity and was better able to serve those he was leading.

Some leaders never learn to run towards the right goals. They settle for short term wins and quick success. They measure victory only by the “bottom line” instead of the finish line. But serving leaders fight by running towards the qualities and actions that will bring ultimate success to those they serve.

Timothy served well by fighting battles well. Serving leaders learn to serve those under them by knowing when to run back, when to run away, and when to run toward their battles.

For further reflection and discussion:

• How can I learn to run in the right direction when I face the battles of leadership? What do I need to run back to that will keep me grounded?  What things do I need to run away from? What things do I need to pursue? What happens when I run toward before I run back or away?  
• Reflect on those you lead. What can I do to encourage them to develop their ability to fight well? Do I need to remind some to run back to their grounding? Are there ways I need to encourage some to flee areas of weakness? How do I call my team to pursue what is good?       
• In addition to the verses we used in this issue, consider the following: 1 Timothy 1:18, 6:6-11, 20-21; and 2 Timothy 2:22.  What additional insights do you find from these verses about how Timothy fought by running?               

Until next time, yours on the journey,

Jon Byler

(*In this context Timothy was especially encouraged to flee from the desire for money.  In another place Paul warns him to flee sexual temptation (see 2 Timothy 2:22). Both of these are areas where many leaders lose the battle.)  

As we conclude this series on the life of Timothy, I want to acknowledge the hard work of those who serve behind the scenes to get these out to you! Milonica Stahl-Wert and Linda Boll both use their keen editing skills to sharpen these emails. And Brian Drewery does all that is needed with technology to get these on our websites and on their way to you. Our world is better because of many who, like them, serve behind the scenes!

 If you enjoyed this series, click here to get the entire series in one document.

In the next issue, we’ll begin a series on the serving leader and money.

Timothy had a gifting and calling to the leadership roles in which he served, especially in his leadership of the church at Ephesus. But there were many years of growth and development that preceded this assignment and during that time Timothy was clarifying his calling.  Consider these instructions Paul gave to Timothy:

Do not neglect your gift, which was given you through prophecy when the body of elders laid their hands on you (1 Timothy 4:14, NIV).

For this reason I remind you to fan into flame the gift of God, which is in you through the laying on of my hands (2 Timothy 1:6).  

Timothy, my son, I am giving you this command in keeping with the prophecies once made about you, so that by recalling them you may fight the battle well (1 Timothy 1:18).

In these passages Paul encouraged Timothy to be clear about the call he had received to be a leader. There are several steps Timothy took to clarify his call which serve as a model for all serving leaders.

Timothy recognized the call to lead.

Paul reminds Timothy that there was a time that a body of elders laid hands on him and prophetically identified the calling and gifting that was in Timothy. We can’t know for certain when this happened but since Paul later reminds him to remember the call, it is likely that it was early in his leadership journey, perhaps when he first left home to travel with Paul. In any case, when this happened it was the beginning of recognition of his gifting and calling. Like most leaders Timothy did not likely see his own abilities and needed others to speak into his life to confirm his gifting. Serving leaders receive this as a part of their journey and they also seek to do the same for others around them.  

Timothy reinforced the call to lead.

Paul encouraged Timothy to “not neglect” and to “fan into flame” the gift that was within him. This is a call to nurture and develop what has been identified.  There would be many steps of learning and growth that were required before Timothy was ready to lead the church at Ephesus and we’ll look at many of these later in this series. For now, suffice it to say that the gifts in Timothy were clearly given but also needed to be reinforced. He would have to learn to lead as the prophecies foretold. He would practice and sometimes make mistakes but continued learning and growing. Timothy would also learn to acknowledge that he was not gifted in every way, he had his unique strengths but he would not be excellent at every aspect of leadership.  Serving leaders acknowledge that they are called and gifted to lead and at the same time recognize the diverse gifts that are needed around them. They “fan into flame” their own gifts as they learn to lead well.

Timothy remembered the call to lead.

Paul admonishes Timothy to “recall” the prophecies that had been spoken over him years earlier. What was the purpose of this reminder? Perhaps Timothy was going through a difficult time in his leadership journey and needed encouragement. Or maybe he was feeling so successful that he was forgetting the reason that he was serving. Timothy, like all serving leaders, needed to stop and reflect on why he was doing what he was doing. They need to remember their own call to serve others with their leadership gifts.

Paul wanted Timothy to remain in Ephesus…maybe it was difficult and Timothy felt like giving up. We need to remember the purpose behind our serving. Encouragement is needed.

For further reflection and discussion:

• Where did I first recognize that I was gifted and called to leadership? Were there others who affirmed this in me and if so, have I expressed my appreciation to them for this gift?
• Who around me has leadership gifts that I can identify and affirm? How and when will I do this?
• What are my greatest leadership strengths and what am I currently doing to develop them?
• How deeply have I accepted that I will never excel at every element of leadership but I can bring a team around me to complement my weaknesses? How does this impact my leadership?
• Reflect on those you lead. What can I do to encourage them to clarify their own calling?        
• In addition to the verses we used in this issue, consider the following verses: 1 Timothy 4:15-16; 6:11-12, 20; and 2 Timothy 2:14. What additional insights do you find from these verses about how Timothy clarified his call?       

In this series we are looking at the life of Timothy. It’s a great time to read through the two books in the Bible with his name, written to him by Paul. As you read, reflect on what Timothy did to grow as a leader and how his actions apply to your own growth. 

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how Timothy learned the Word.

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

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

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

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

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

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

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

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

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

For further reflection and discussion:

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

Until next time, yours on the journey,

Jon Byler

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

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

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. 

Choosing other leaders is one of the greatest challenges of leadership. Most leaders have had some success and likely some failure in this area. The ‘cost’ of failure is high when the selection process does not bring the right person. What is the best approach to find others who will build the team and help carry out the vision?

Many times, our cultural environment combined with our previous experiences, both positive and negative, shape our approach to how we choose leaders. Business leaders may learn to rely on a proven system of screening potential candidates to get the right person. Church leaders may lean towards a more ‘spiritual’ method that works well for their context. Then they will point to the early church to validate this method as the ‘biblical’ approach. But a look at the early church in Acts teaches servant leaders that there are at least four distinct ways leaders were chosen.

Servant leaders learn that all of them can be useful when applied in the right context and manner.

The first method of choosing leaders in the book of Acts is when God called a leader directly. This happened to Paul at the time of his conversion (see Acts 9:15-16) and again when he and Barnabas were commissioned for mission work while in Antioch.

²While they were worshiping the Lord and fasting, the Holy Spirit said, “Set apart for me Barnabas and Saul for the work to which I have called them.” ³So after they had fasted and prayed, they placed their hands on them and sent them off (Acts 13:2-3).

The process of choosing by divine commission. With this method, there is no direct human intervention in the selection process. God spoke clearly through the Spirit and called Barnabas and Saul. Yes, they were uniquely qualified and already proven in leadership, but there was no application process for the role and no vote was taken!

Servant leaders acknowledge that God ultimately directs the choice of leaders. They are willing to spend time fasting and praying for His guidance. And when God speaks clearly, they lay hands on the person and bless them!

The power of choosing by divine commission. Divine commission has an obvious advantage: God has spoken! Who can argue with that? This method may be more commonly used in churches than in business environments. But even in the business realm, when servant leaders seek to follow the direction of God’s Spirit, there may be times when God’s voice overrides the voice of the Human Resource department!

Servant leaders acknowledge that God is the ultimate authority and when His direction is clear, they willingly obey!

The pitfalls of choosing by divine commission. Choosing leaders by divine commission also has some clear challenges.

First is the challenge of correctly and clearly hearing God’s voice. Much damage can be done when a leader uses the language of divine commission to give credibility to a personal choice. Servant leaders should be very cautious about saying alone, “God told me that this person should be the leader.” In Antioch, there was discernment by a group.

Another danger of using this method of divine commissioning is when a leader chooses this method simply because they don’t want to do the difficult work of discerning who the right person is. They aren’t willing or are not equipped to evaluate gifts, experience and calling of a potential leader. So, they give the choice back to God!

Interestingly, in Acts 1, Matthias was chosen by casting lots, a divine process. But first, the apostles set criteria for the role and chose two persons who met the qualifications. Then they allowed God to make the final selection through the casting of lots. Servant leaders learn from this that if the basic qualifications are not met, they will be in a ‘lot’ of trouble with this method!

Servant leaders see the option of choosing by divine commission 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 one of these: popular selection.

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 of whether divine commission is a good way to choose leaders or not?
• How likely am I to use divine commission 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 divine commissioning be the best choice for me to choose leaders? In what situations might divine commissioning be a poor choice for me?            

In the next issue, we’ll look at choosing leaders by popular selection.

Copyright, Global Disciples 2020.

Servant leaders receive God’s grace as we saw in the previous issue. They acknowledge their need of grace and begin their journey with Jesus. That journey requires learning to live by grace. As Paul reminds us:

For it is by grace you have been saved, through faith—and this is not from yourselves, it is the gift of God—not by works, so that no one can boast. For we are God’s handiwork, created in Christ Jesus to do good works, which God prepared in advance for us to do (Ephesians 2:8-10).

As leaders receive God’s grace, they begin the journey of learning to live by grace. They acknowledge that works will not save them, but they are created “to do good works.”

Leaders grow to understand the specific call God has given them to lead those who follow, and they get busy with the tasks at hand. But they must learn to live this journey by grace. How do servant leaders allow grace to shape themselves before they seek to lead others?

Servant leaders allow grace to shape their identity.

Servant leaders find their identity in what God has done for them, not what they have done for Him! They learn to live with the reality that “it is by grace you have been saved.” They lead and serve because of grace, not to get grace! This makes all the difference in the outlook of a leader. It is not position, titles, or possessions that shape our identity, rather it is God’s grace upon our lives. Servant leaders find their identity in God’s grace.

Servant leaders allow grace to shape their service.

Leaders who live by grace acknowledge that they are “created to do good works.” Leaders work hard. But servant leaders allow grace to shape their service. Servant leaders learn that their service to Jesus is a response to His grace rather than a sense of guilt, fear or duty! They live and serve with grace. As Paul gives instruction to a young leader, Titus, he says, For the grace of God has appeared that offers salvation to all people. It teaches us to say “No” to ungodliness and worldly passions, and to live self-controlled, upright and godly lives in this present age (Titus 2:11-12).

The things servant leaders say “yes” to and the things they say “no” to are shaped by God’s grace. They do not serve with a sense of guilt or duty; they serve in response to God’s grace. Servant leaders view their work as an overflow of God’s grace in their lives, not that which attracts God’s grace. Servant leaders serve God wholeheartedly, not because of guilt or duty, but because they love Him and what He has done in their lives.

Servant leaders allow grace to shape their calling.

Paul reminds leaders that their calling is to do that “which God prepared in advance for us to do.” The call of a servant leader flows out of God’s grace, not out of their own desires to change the world. The vision of the servant leader is an acknowledgement of God’s call, not the cry of a power-hungry person.

Living by grace profoundly shapes the way we lead. Servant leaders first learn to live in God’s grace before trying to gain influence with others. They settle the issues of their identity and calling as they reflect on God’s grace. They don’t base their worth on their accomplishments, but on God’s grace. This allows them to step into their leadership role with confidence but a deep humility and awareness of God’s grace in their lives.

Servant leaders lead with grace by first learning to live in God’s grace.

Until next time, yours on the journey,

Jon Byler

For further reflection and discussion:

• On what do I base my identity? Is it based primarily on what I do or accomplish as a leader? Or is it based simply on what God has done in my life by His grace?
• What guides me in saying “yes” or “no” to temptations? Are my decisions a response to God’s grace, or a desire to look good to others? When I struggle with a sin, do I try to work harder to overcome it or do I look at God’s grace until my heart is changed in how I see my sin?
• As I carry out my leadership vision, am I continuously aware that this is what God “prepared in advance for me to do”? Or do I believe that I have developed my abilities to influence at this level?