Joshua led Israel through a series of military campaigns to claim the land God had promised to them. But he didn’t rely on military tactics of his experience—he applied wisdom in his decisions, guided by surrender, obedience and adaptability. Though most serving leaders do not lead armies, they can learn powerful strategy lessons from Joshua’s example.  

 ¹³ Now when Joshua was near Jericho, he looked up and saw a man standing in front of him with a drawn sword in his hand. Joshua went up to him and asked, “Are you for us or for our enemies?” ¹⁴ “Neither,” he replied, “but as commander of the army of the Lord I have now come.” Then Joshua fell facedown to the ground in reverence, and asked him, “What message does my Lord have for his servant?” (Joshua 5:13-14, NIV).

¹³ The seven priests carrying the seven trumpets went forward, marching before the ark of the Lord and blowing the trumpets. The armed men went ahead of them and the rear guard followed the ark of the Lord, while the trumpets kept sounding. ¹⁴ So on the second day they marched around the city once and returned to the camp. They did this for six days (Joshua 6:13-14).

⁹ After an all-night march from Gilgal, Joshua took them by surprise. ¹⁰ The Lord threw them into confusion before Israel, so Joshua and the Israelites defeated them completely at Gibeon (Joshua 10:9-10).

Joshua applied wisdom by surrender.

Before Joshua carried out his first military action he had an encounter with a man blocking his progress. He asked a natural question of the man but was startled when he responded that he was the “commander of the army of the Lord.” Joshua appropriately surrendered! Before he commanded, he surrendered. This was not weakness; it was wisdom.

Many leaders assume that they are in charge and call others to follow. They charge ahead and sometimes ask God to bless their plans. But serving leaders surrender to a higher command. That surrender makes them better commanders.

Joshua applied wisdom by obedient risk taking.

Joshua’s surrender was critical when God gave what seems like foolish and unconventional directions for the battle at Jericho. But Joshua took the risk of moving forward in obedience. He marched around the city for 6 days, then 7 times on the final day, finally giving a united shout. He risked looking foolish losing everything on his first battle!  

Some leaders move forward only when the strategy is logical and clear. But serving leaders are willing to take risks of obedience when they have received instructions from God.

Joshua applied wisdom by embracing change.  

After demonstrating obedience, Joshua still had to learn to embrace change. When Joshua marched around Jericho it took a week. But when he attacked the coalition of kings who were against the Gibeonites, he employed an overnight march and took them by surprise. In many other situations, Joshua embraced change and used different tactics at God’s instruction. He refused to fall into the trap of believing that what worked previously should become the standard practice. He was able and willing to pivot and try new methods.

Some leaders find ways that work and then refuse to consider changes. But serving leaders are willing to consider new ways of accomplishing the mission. Their surrender to God’s instruction is the foundation from which they make decisions. 

For further reflection and discussion:

Have I fully surrendered to the authority of God to direct my life and leadership? What does this look like in my daily leadership practices?

Do I naturally take or avoid risks? How does that impact my leadership? Am I willing to take risks when I clearly hear God’s instruction? What do I do to ensure that I’m able to accurately hear God’s direction?

When is the last time I tried a new approach in my leadership? How open am I to change? How do I determine when change is healthy and when it is a distraction?

In addition to these reflections from Joshua’s life, consider the following examples of his military strategy as well as some from Proverbs: Joshua 6:1-27; 8:1-13; 11:1-9; Proverbs 15:22; 16:3, 9; 24:6   

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how Joshua employed wisdom in times of division.  

 After a great victory over the city of Jericho, Joshua sent a few of his troops to the small city of Ai, expecting an easy victory. Instead, his army was routed.  Joshua rightly asked God what went wrong and God responded.  

  ¹⁰ The Lord said to Joshua, “Stand up! What are you doing down on your face? ¹¹ Israel has sinned; they have violated my covenant, which I commanded them to keep. They have taken some of the devoted things; they have stolen, they have lied, they have put them with their own possessions. ¹² That is why the Israelites cannot stand against their enemies… ¹⁴ “ ‘In the morning, present yourselves tribe by tribe. The tribe the Lord chooses shall come forward clan by clan; the clan the Lord chooses shall come forward family by family; and the family the Lord chooses shall come forward man by man. ¹⁵ Whoever is caught with the devoted things shall be destroyed by fire, along with all that belongs to him. He has violated the covenant of the Lord and has done an outrageous thing in Israel!’  (Joshua 7:10-12a, 14-15, NIV).

God revealed to Joshua that the reason for the military defeat was a violation of the covenant He had commanded. God’s instructions gave Joshua the wisdom he needed to uphold community with clarify and grace. His example helps serving leaders wisely uphold the standards of their organization.

Joshua utilized wisdom by identifying the standard.

What went wrong? “They have taken some of the devoted things; they have stolen, they have lied…” The standard of obedience was clearly identified and the behaviors that were not consistent with obedience were articulated.  Joshua made a public declaration of what was wrong (see 7:13).

Some leaders don’t clearly articulate their standards yet still hope for the best from people. But serving leaders make the values and standards of the organization clear to everyone. They explain what behavior is acceptable and what is not. They are quick to say, “This is the way we do things here” and “This is not the way we do things here.” Wise leadership begins by clarifying and communicating standards.  

Joshua utilized wisdom by allowing time for change.

The standards were broken and there would be consequences. But Joshua used wisdom in providing a bit of time before the punishment would be applied. In this situation he did not know the person involved. He provided a public announcement that evening and told people to prepare themselves for the following day. The next day there was a public process of finding out who did wrong. Achan, the guilty party, had plenty of time to come forward and admit his mistake and ask for a way to be restored but he did not respond until it was too late.

Some leaders recognize a values violation and immediately respond by implementing consequences such as firing or disciplinary action. But serving leaders care about the people involved and prefer that they change their behavior to align with the standards of the organization. So, they allow some time for the person to change. Ultimately, if there is no change, they continue to serve the organization by upholding the standard which may mean releasing that person. Wisdom provides people time to change and align with the standards of the organization.

Joshua utilized wisdom with consistent enforcement.

“Whoever is caught with the devoted things shall be destroyed by fire….” Joshua wisely enforced the cost of violation of the standards, in this case using capital punishment! While today’s consequences look different, leaders still face hard decisions, sometimes needing to ‘fire’ those who are not willing to change.  

Some leaders overlook violations of standards and hope that over time things will improve. But serving leaders take action to ensure that standards are consistently enforced. They model the standards and require that everyone in the organization also align with these values. Wisdom requires that standards are uniformly enforced.  

For further reflection and discussion:

Read the entire account of Joshua and the experience at Ai (Joshua 7:1-8:28). What additional insights about upholding standards do you gain from this story?

Are the standards in my organization clearly identified? Does everyone understand what behaviors are expected and what will not be tolerated? Do I regularly remind people of our standards? Am I currently aware of someone who is not upholding our standards? If so, when will I address this?  

When standards are not upheld in my organization do I allow enough time for people to change? Do I allow too much time? What changes should I make to apply wisdom in the timing of addressing broken standards?

How consistently do I uphold my organization’s standards in my own life? Are there areas in which I need to make a change before expecting others to follow? Are there times I am tempted to accept a violation from one person that I would not accept from another? What can I do to be more consistent in enforcing my organizational standards?

In addition to these reflections from Joshua’s life, consider the following verses from Proverbs, the book of wisdom, that relate to wisely upholding standards: Proverbs 3:11-12; 9:8-9; 10:9, 17; 11:3; 12:1, 22; 13:8; 15:5, 12, 31-32; 19:20; 22:6; 25:28; 27:5-6; 28:5; 29:1.     

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how Joshua applied wisdom in strategic decisions.

Serving leaders have a passion, not only for their own personal growth, but they want to see those they lead also growing. They are in the growing people business! So, they attend to their own growth and then quickly turn their attention to the growth of those they lead. They have a vision from God to impact their world and they know that they cannot do this alone. They call a team to help them, and the team also needs to be growing if they are to scale the mountain. They have the same perspective towards the growth of those they lead as the writer of Hebrews.

¹² In fact, though by this time you ought to be teachers, you need someone to teach you the elementary truths of God’s word all over again. You need milk, not solid food! ¹³ Anyone who lives on milk, being still an infant, is not acquainted with the teaching about righteousness. ¹⁴ But solid food is for the mature, who by constant use have trained themselves to distinguish good from evil (Hebrews 5:11-14, NIV).

Serving leaders desire to see those the lead flourishing and growing into their full potential. So, they often ask their followers, “How are you growing?”

Serving leaders ask “How are you growing?“ to encourage change.   

The writer clearly expects growth and progress. An infant is expected to drink milk, but a mature person should be eating meat. Serving leaders expect growth from those they lead and this requires change. Serving leaders are not content with followers that simply continue to do their work at the same level. They desire growth and ask their followers how they are growing to assess the level of change. Simply asking the question helps the follower to understand that growth is encouraged and expected. By asking “How are you growing?” serving leaders encourage their followers to rise and develop the potential that is yet undeveloped.

Serving leaders ask “How are you growing?“ to encourage consistency.

The question of growth is not a one-time question but one that serving leaders use often. The writer says that one of the characteristics of the mature is that they “by constant use have trained themselves…”  A step of growth produces change, but consistent growth is the key to transformation. Serving leaders recognize that many people in a new role, grow quickly as they learn the task, but then plateau when the reach a certain level of capacity. The question, “How are you growing?” encourages the follower to keep developing their strengths and capacity.

Serving leaders ask “How are you growing?“ to encourage continuity.

The writer challenges the readers, “by this time you ought to be teachers…” The expectation is that with growth and maturity there will be a passing on of what is learned to the next generation. Serving leaders take a long view and desire not only the growth of the individual they are leading, but the growth of those who will follow. So, they ask their followers, “How are you growing?” to remind them that they are not only growing for themselves but for those who will follow. They may shape the question even more directly, “Who are you training to take over your role?” Serving leaders ask their followers how they are growing so that they will be encouraged to pass on to others what they are learning.

For further reflection and discussion:

• Do I have a high expectation of growth and change from everyone I lead? How do I communicate that expectation to them? What do I do when someone is not interested in growing?
• Are there persons on my team that have stopped growing? How can I ask them a question that will rekindle their desire to grow?
• How do my followers pass on to others what they are learning? Have I built that expectation into our entire team? Can I see evidence of several generations of training happening in my organization? (An example of several generations would be that those first trained have trained others who are now training others.) If not, what do I need to change?                  

Until next time,

yours on the journey,

Jon Byler

In the next issue, we’ll look at/examine a question serving leaders ask themselves, “What should I stop doing?”  

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. 

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

No one loves to lose! No leader intends to lose. It’s hard to accept loss, but there are some times that it is best to accept a loss and move on. King Amaziah learned this leadership lesson at the young age of 25. Amaziah called the people of Judah together and assigned them according to their families to commanders of thousands and commanders of hundreds for all Judah and Benjamin. He then mustered those twenty years old or more and found that there were three hundred thousand men ready for military service, able to handle the spear and shield. He also hired a hundred thousand fighting men from Israel for a hundred talents of silver. But a man of God came to him and said, "O king, these troops from Israel must not march with you, for the LORD is not with Israel– not with any of the people of Ephraim. Even if you go and fight courageously in battle, God will overthrow you before the enemy, for God has the power to help or to overthrow." Amaziah asked the man of God, "But what about the hundred talents I paid for these Israelite troops?" The man of God replied, "The LORD can give you much more than that." So Amaziah dismissed the troops who had come to him from Ephraim and sent them home. They were furious with Judah and left for home in a great rage. Amaziah then marshaled his strength and led his army to the Valley of Salt, where he killed ten thousand men of Seir. (2 Chronicles 25:5-11). In one of his first actions as a leader, Amaziah spent an enormous amount of money to hire men to help him fight. By some estimates, the value of 100 hundred talents was close to 2 million dollars! No leader wants to lose that amount of money. But Amaziah teaches servant leaders that there is a time to accept a loss and change directions.

Accept a loss when the direction is wrong.

Amaziah was moving in the wrong direction. The prophet warned him that he was heading in the wrong direction. Servant leaders acknowledge that no matter what they have invested in a goal if it is the wrong goal, it is time to accept the loss and move in another direction. If you have already moved too far in the wrong direction, don’t keep investing time and energy, it’s time to accept the loss and change. Accept the losses that come with that decision. Stubborn leaders refuse to turn around; servant leaders are willing to accept a loss to move in the right direction.

Accept a loss when the outcomes are wrong.

For Amaziah to continue moving in the direction he was heading would have been disastrous. He would lose the battle he wanted to win and his investment would not produce the results he wanted. Many leaders keep doing things that do not produce results because they are not willing to pay the price of change. They continue to invest in programs, activities or ideas that are not productive. Servant leaders accept a loss when the outcomes do not warrant continued investment.

Accept a loss when the assumptions are wrong.

Amaziah assumed that he could not win the battle with the men he had and it seemed reasonable to hire more. But in this case, his assumption was wrong! Some leaders press forward assuming their assumptions are right. But servant leaders ask hard questions about their assumptions. They ask if they have all the information they need or if they based any part of their decision on an assumption that may be wrong. When servant leaders find their assumptions were wrong they accept the loss and change directions quickly.

Is it time for you to accept a loss and make a change? Or do you need to persevere? Use the questions below to guide your decisions.

For further reflection and discussion:

Read the whole story in 2 Chronicles 25. Reflect on whether Amaziah learned his lesson well or not. What was the continued cost he paid for his decision to hire more troops? What do his actions reveal about his heart? What more can I learn from his leadership?

Think of a current situation you are facing in your life or leadership in which you have or will invest significant time, energy or resources. Is it time to accept the loss and move in a different direction or to persevere? Reflect on the following questions

1. Is my direction the right direction?

• How can I confirm that it not only seems right to me but it is right to God?
• Does my goal bring glory to God or is it for my glory?
• What are my true motives for moving forward?
• Who can I talk with that can help guide me in discerning this issue?

2. What are the outcomes of this direction?

• If the outcomes are still in the future, do the outcomes warrant the amount I will invest in the goal?
• If I have been moving in this direction for some time, what results have I seen?
• Are there other activities or programs in my organization or church that are not producing the needed results? How do I measure the results? Am I willing to pay the price of changing them?
• What would be the cost of changing directions? (Consider not only financial cost but the cost in relationships, time, momentum, etc.)

3. What assumptions have I made about this direction?

• How can I test whether these assumptions are true or false?
• How would I know if these assumptions are incorrect?
• Are there alternative solutions to the problem I seek to solve which I have not considered?
• Who can help me see my own blind spots on this issue?

Paul was a leader who knew when it was time to stay and when it was time to move on. But he also knew when it was time to change direction. We’ll examine how he adjusted his course in this account from his second missionary journey:

Paul and his companions traveled throughout the region of Phrygia and Galatia, having been kept by the Holy Spirit from preaching the word in the province of Asia. When they came to the border of Mysia, they tried to enter Bithynia, but the Spirit of Jesus would not allow them to. So they passed by Mysia and went down to Troas. During the night Paul had a vision of a man of Macedonia standing and begging him, "Come over to Macedonia and help us." After Paul had seen the vision, we got ready at once to leave for Macedonia, concluding that God had called us to preach the gospel to them. From Troas we put out to sea and sailed straight for Samothrace, and the next day on to Neapolis (Acts 16:6-11). Paul was eager to preach in new regions and had a plan of where he wanted to go after visiting the churches he planted on his first journey. But his plan was not the right direction and he needed to change. His story helps all servant leaders know when it’s time to continue moving but to change direction.

It’s time to change direction when doors are closed.

Twice in this account Paul encountered closed doors. First, the Spirit kept him from preaching in Asia so he turned northward and kept moving. He moved toward another province and again, the Spirit would not allow them to enter. It must have been frustrating for this visionary leader to move and then not be able to continue. We don’t know how Paul heard God’s direction but it was clear that he was moving in the wrong direction. The door was closed. This was not opposition to the message; it was clearly a closed door.

It is ironic that the Holy Spirit stopped them from preaching! Servant leaders learn that sometimes God stops them from doing something good because He has something better.

Notice Paul’s response. He did not try to force the door to open. Neither did he stop and wait for clarity. He just turned and moved in another direction. Although Paul lived before vehicles existed, he understood the principle that it is easier to steer a moving car than a parked one. Servant leaders do not sit and wait for instructions; they move in the direction which seems right and allow God to change the direction as needed. They recognize that closed doors sometimes mean new opportunities. Unless God says “wait,” keep moving and allow Him to change the course as needed.

It’s time to change direction when God reveals another direction.

Paul finally reached Troas, a coastal city far from his original plan. There he had a vision at night that revealed to him the direction God wanted him to take. We cannot know why God waited to give this call until Paul had walked many miles and spend days on the road moving in other directions. But now the direction is clear to Paul and it is obviously time to go to Macedonia. His response was simple obedience.

We can easily miss the significance of this change. Paul’s vision was to continue preaching in the region of current day Turkey. Instead, God sent him to Europe! The history of the Church was changed because Paul was a leader who understood when it was time to change direction. Most of us can likely trace our faith journey to the impact of the Gospel coming to Europe. Servant leaders quickly change direction when God reveals the way forward.

For further reflection and discussion:

• How have I responded in the past to closed doors? (Trying to get them to open, giving up, waiting, etc.) What can I learn from Paul’s life?
• Has God closed some doors in my life to redirect my plans? What can I learn from that?
• Are there current areas of my leadership that are closed doors? What may God be saying to me about these areas?
• When God reveals a new direction, am I willing to quickly obey even when it comes at great cost, as it did for Paul?

There’s a time to sit down and make a plan, but then there’s a time to move into action! We examined planning in our last issue; now we will look at when it’s time to move. Consider this account from the prophet Haggai. This is what the LORD Almighty says: "These people say, 'The time has not yet come for the LORD's house to be built.'" Then the word of the LORD came through the prophet Haggai: "Is it a time for you yourselves to be living in your paneled houses, while this house remains a ruin?" Now this is what the LORD Almighty says: "Give careful thought to your ways. You have planted much, but have harvested little. You eat, but never have enough. You drink, but never have your fill. You put on clothes, but are not warm. You earn wages, only to put them in a purse with holes in it." This is what the LORD Almighty says: "Give careful thought to your ways. Go up into the mountains and bring down timber and build the house, so that I may take pleasure in it and be honored," says the LORD (Haggai 1:2-8)

The plans for the temple were available but the people said that it wasn’t yet time to act. God’s response, through the prophet, was that it was time to move! God’s rebuke provides principles that help servant leaders know when it’s time to move into action.

It’s time to move when current priorities are wrong.

"Is it a time for you yourselves to be living in your paneled houses, while this house remains a ruin?" The prophet rebuked the people for building their own homes when God’s house was in disrepair. God reminded them that it was not right for them to have well built homes while the temple was in disrepair. It was time for them to move on to the building of the temple. This was an issue of priorities. They were busy with activities that were less important and this kept them from moving on to better things. It is easy to stay busy with things that seem important; it is more difficult to know when it’s time to change our focus. Servant leaders ask if the activity they are doing is actually God’s priority for their lives. If not, they move to the one that is.

It’s time to move when the current approach is not working.

God reminds the people that they were in trouble. "Give careful thought to your ways.” They had serious problems but they failed to see the relationship between their misplaced priorities and the unpleasant circumstances they were in. It was time to move and make a change! Servant leaders can persevere when that is the need. But they also are willing to look around and acknowledge that their current actions are not moving them in the right direction. They do not accept the current situation as the ideal. They see that it is time to change!

It’s time to move when God’s direction is clear.

God made His direction very clear to the people. “Go up into the mountains and bring down timber and build the house…” He called the people to action, not thinking or planning. God’s direction is not always logical or in line with our reasoning. His direction may not always match the plans we have made. But when His direction is clear, it’s time to move! Servant leaders look for God’s direction and when it is clear they refuse to allow other priorities, lack of resources, or a busy schedule to keep them from following in obedience.

Plan well and then move into action. Unless it is clear that it is time to wait, it’s time to move!

For further reflection and discussion:

• Is my natural tendency to plan or to act? How does that impact my leadership and what can I do to balance the two?
• Is there a project or task I am doing now that keeps me from doing a more important activity? If it is time for a change, what needs to happen?
• In what ways is my current approach working well? In what ways is it not working well? Are the challenges I am facing a call to persevere or a call to change directions?
• Are there any areas in which God has clearly indicated His direction to me and I have not yet moved into action? If yes, what has kept me from moving and what will I change to walk in obedience? If God has not clearly indicated direction, have I taken the time to listen?

Effective leaders are never content with the way things are; they challenge the process. They refuse to accept that current reality is the best that is possible. They push themselves and encourage others to develop and grow towards a better future. Challenging the process is a mindset that creatively pushes traditional boundaries, explores new options and is willing to take risks. Servant leaders like Paul, challenge the process to advance the Kingdom of God.

Examine Paul’s example of challenging the process.

Paul was not content with the way things were. He continually pushed out to accomplish new things for the Kingdom of God. His passion for reaching new areas is clearly expressed in 1 Corinthians 10:15b-16, Our hope is that, as your faith continues to grow, our area of activity among you will greatly expand, so that we can preach the gospel in the regions beyond you. For we do not want to boast about work already done in another man’s territory. Paul continually pushed out to new areas, he found new ways to work with a team of disciples, he found ways to quickly establish leadership in new locations, he developed a network of supporters, and found ways to support himself with tent making. All of these were innovations that continue to challenge us two centuries later. His message challenged the church to think in different ways and resulted in the inclusion of the Gentiles. I am a beneficiary of that innovation!

Understand the power of challenging the process.

Discipleship is a call to grow and develop, to move forward and to become the persons God created us to be. Leadership is about change, taking people to higher levels. Leaders of organizations are called by God to move the organization towards God’s intended purposes. Visions, by definition, are a picture of the future that includes change. Visions will not be accomplished unless a leader is willing to challenge the process. Leaders are not content with the way things are and effectively challenge the process to produce change. Change is good, but change for the sake of change is not our goal. The goal is growth which is change in the right direction! We are called to challenge the process and find ways to work with God to make this happen. Challenging the process is the first step towards growth and movement. Every advance is the result of someone not being satisfied with the way things are.

Accept the call to challenge the process.

You are called to challenge the process! God didn’t create you to passively accept the situation of your world. He created you to be a change agent in your home, business, profession, community and church. Look around prayerfully and find a problem. That’s not a difficult assignment, most people can do that! But leaders see the problem and then get to work to find a solution. They ask, “What could we do about this problem?” They think critically about to improve the situation and look for innovative ideas to deal with what others accept as normal. They recognize that there is a big difference between critical thinking and a critical spirit and go far beyond complaining about current realities!

Servant leaders don’t seek to challenge the process because they want to make a name for themselves, build their own organization or make money; they do it because they realize deep in their heart that God Himself is not satisfied with the way things are. They understand that God’s heart grieves over the broken condition of the world. He is not satisfied with the fact that 2 billion still wait to hear about His love. He is not content to watch my neighbor’s marriage break, or my friend lose his home. Again and again God has intervened in the affairs of the world to bring change and hope where there was only darkness. Every time a servant leader raises a voice to say “There must be a better way” they reflect this heart of God. Act like a leader and challenge the process!

For further reflection and discussion:

• Think about the leadership of Jesus. In what ways did He challenge the process?
• Take 10 minutes to think about your area of leadership (home, work, community, etc.). Where is God not content with the way things are? What can you do to move forward in that area?

Reflect on the group you lead by asking the following questions: (or discuss them with your group!)

• On a scale of 1 to 10 how much do we challenge the process as a group?
• What could we do to critically evaluate our results? (Are we unafraid to really measure our success or failure to reach God’s goals for our group?)
• What one problem do we face in our group?
• What could be solutions to this problem? (Make a conscious choice not to evaluate any ideas at this stage, just get them out!)
• Are there ways we could improve what we are doing in this area?
• What one step can we take to move forward?
• Does my leadership encourage risk taking by myself and others? Why or why not?

Perseverance is a great attribute of leadership and the apostle Paul is a great example of this attribute. But servant leaders also know when their time is up and they should change direction. Luke’s simple statement of his experience with Paul provides profound insights for servant leaders. “But when our time was up, we left…” (Acts 21:5) What characteristics do leaders need to have in order to recognize when their time is up?

Sensitivity to God’s timing.

Paul knew that God’s plan for him was to keep moving towards Jerusalem. He enjoyed the fellowship of friends, but realized that his time was up with them. Servant leaders who are sensitive to God’s voice are able to hear that it’s time to move on. Business leaders are able to hear Him whisper that it’s time to sell the business or stop a product line before it is apparent to others what is happening. Church leaders can hear His voice whisper that it’s time to move on to another field of ministry.

God’s timing is often predictable. He uses us in leadership until we have equipped others to carry on the work and then He calls us to move on. But other times God’s timing may go against our intuition and requires keen sensitivity to His voice. We may be in the midst of a season of great fruitfulness when God asks us to leave. This was the experience of Philip in Samaria. (See Acts 8:5-26) This sensitivity is developed as leaders take time to deliberately hear the voice of God and His direction for their leadership.

To think about: Is God calling you to persevere, or is He calling you to move on?

Willingness to radically obey.

Paul had to tear himself away from relationships that were very precious to him and go against the pleadings of dear friends to follow God’s timing in his journey to Jerusalem. He even heard prophets warning him of the cost and asking him to reconsider his plans but he followed God in total obedience.

Servant leaders must be willing to take steps of radical obedience when the time is up especially in situations that are counter intuitive. This does not mean that they ignore Godly mentors and the counsel of others but they must be secure enough to leave their comfort zone and walk in obedience. It is costly to obey, especially after organizations have been established and develop traditions. Obedience is often replaced with convenience. Programs that have served well in the past may need to be abandoned because their time is up. Methods that produced great results may likewise need to be abandoned. Servant leaders are particularly vulnerable to preserve the status quo because of their love for people and their heart to keep people happy.

To think about: Are you willing to obey even when you don’t understand?

Openness to new opportunities.

Leaders who know when to move on open the door to many new opportunities. Paul’s insistence on going to Jerusalem eventually opened the door for him to preach the Gospel in Rome, the world capital. In addition, we still benefit from the books he wrote while in prison that would not have been written if he would have stayed in Tyre for more fellowship with dear friends. The security of the known often keeps us from the opportunities of the unknown. When we hear God and move on, it may open doors for other leaders to develop. It may keep our focus outward instead of inward. It may broaden our network of relationships used to further the Kingdom of God. It may open new doors for greater profitability or Kingdom expansion.

To think about: What might you miss by not being willing to move on?

For further reflection and discussion:

• What is my personal tendency as a leader, to stay too long or to leave too early? (Identifying personal inclination can help a leader recognize whether to work more on perseverance or leaving.)
• Are there places I am currently serving in which God is saying “Your time is up?”
• What is the result when leaders should move on but refuse to leave?
• Are there programs/products/traditions in my organization that have outlived their usefulness? What keeps me/us from acknowledging that their time is up?
• What happens when programs or methods which should be discarded are allowed to remain?