Effective leadership begins with a compelling purpose. But the vision will not be accomplished unless teams are built around shared values that align peoples’ actions with the vision. Values guide the actions of everyone on the team and shape the culture. Values are expressed when someone says, “That’s how we do things here!” Raise the Bar is the second of The Five Actions of Serving Leadership (*see note) and focuses on values.  Values are grounded in faith and great leaders, like Paul, make their values clear to the entire team.

¹As a prisoner for the Lord, then, I urge you to live a life worthy of the calling you have received. ² Be completely humble and gentle; be patient, bearing with one another in love. ³ Make every effort to keep the unity of the Spirit through the bond of peace (Ephesians 4:1-3, NIV).

Paul’s life and leadership provide a model of how serving leaders build a culture of values.

Paul identified and defined core values. 

In this passage, and many others, Paul identifies five distinct values that he calls others to follow. Later in this chapter, he will explain what these values look like in real life. Again and again, in Paul’s writings, he calls people to live out the values that express their faith. There was no ambiguity in how he lived and how he called people to behave. (See additional references below.)

Some leaders ignore values and focus primarily on getting the work done. They do not realize that every organization has values even when they are not identified and explained. But serving leaders take time to identify values that best reflect their unique purpose. Then they make sure that everyone on the team understands what these values look like.

Paul embedded core values in his team.  

Repeatedly Paul talked about the values that he believed were essential for the church. He talked about them, preached about them and wrote about them. He “caught people in the act” of living out the values and shared their example with others. (See Philippians 2:19-30 for two examples.) These stories encouraged everyone to live up to the same values.

Some leaders put values on the wall. But serving leaders embed values into the hearts and lives of their people. They model the way and are not afraid to say, “That’s how we do things here.” They create a culture of shared values. 

Paul addressed values gaps.

Paul often faced situations where people did not live out the values he had defined for them. This is a huge challenge for all leaders. What will we do when someone does not live out the value we have identified? Paul was quick to address these gaps. (See Gal. 2:11-14 for one example and others below.)

Some leaders ignore values gaps in hopes that the misalignment will go away and not impact the team. But serving leaders address values gaps by coaching people towards change. If the person is unwilling or unable to change, the leader serves the team by removing that person rather than compromising the value!

Serving leaders take full responsibility to build a culture of values on their team.

For further reflection and discussion:

What happens when the values of a leader are not clear?

Have I clearly identified the values of my organization? If not, what will I do to begin this process?

Does everyone in my organization understand what these values look like in real life? If not, what can I do to guide my team to a better understanding?

What do I do this week to remind my team of our values? How can I embed this into the regular life of our team? What story can I tell of someone who demonstrated one of our values?

Do I currently have team members that are not living up to our values? If so, what do I need to do to “Raise the Bar”?

In addition to the scriptures used in this issue, read and reflect on how the following passages also illustrate how Paul acted to Raise the Bar:   

Identifying values: (Galatians 5:19-26; Ephesians 5:1:15-20; Philippians 1:27; 2:1-11; Colossians 1:10; 3:12-14)

Embedding values: (Phil. 1:3-5; 4:15; 2:19-30; I Thessalonians 1:2-3; Rom. 16:1-4; Philemon 1:4-7)

Addressing values gaps: (1 Tim. 1:19-20; 1 Cor. 1:10-12; 3:1-4; 5:1-2; 6:1-8; 13:13; 2 Tim. 4:10; Titus 1:10-13; Gal. 2:11-14; 2 Thessalonians 3:11-15)

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how Paul clarified his mission for the team. 

*Note: The Five Actions of Serving Leadership were recognized by Dr. John Stahl-Wert and illustrated in the book The Serving Leader. These actions have been applied by many organizations to integrate serving leadership into everyday leadership practices. See www.CenterforServingLeadership.com for more information.

Leaders make mistakes and those they lead make mistakes! But there are many ways that leaders respond to the mistakes. Their response indicates their own level of security as a leader. The story of Joseph is a model of leadership in many ways. When Joseph’s brothers sold him into slavery, it was not only a mistake but a terrible wrong done to Joseph. His response to them after he revealed himself to them is remarkable.  

⁵ And now, do not be distressed and do not be angry with yourselves for selling me here, because it was to save lives that God sent me ahead of you. ⁶ For two years now there has been famine in the land, and for the next five years there will be no plowing and reaping. ⁷ But God sent me ahead of you to preserve for you a remnant on earth and to save your lives by a great deliverance (Gen. 45:5-7, NIV).

The response of Joseph to his brothers indicates grace and forgiveness and the deep security he had as a leader. He models the way secure leaders view the mistakes of others.

Secure leaders accept mistakes because they understand their role towards those they serve.

Joseph acknowledges the hand of God in his own life even through the mistakes of his brothers. He sees that “it was to save lives that God sent me ahead of you.” He was secure in understanding God’s plan for his own life and understood that the mistakes of others would not change who he was or what God wanted to do with his life. His role was given by God and was not for his own benefit, but to serve others.

Insecure leaders see mistakes of others as directly impacting their role and their value. When mistakes happen, they react based on how they perceive it will impact them. But secure leaders act out of the confidence they have in God’s control and realize that the mistakes of others do not raise or lower their call to lead.

Secure leaders accept mistakes because they care about the emotions of those they serve.  

Joseph knew his brothers would struggle with feelings of guilt and be angry at themselves. So he tells them, “And now, do not be distressed and do not be angry with yourselves for selling me here.” He was secure enough to think of how they felt, not simply about his own emotions. Joseph was emotionally healthy. He had worked through his own deep emotions and was now able to care for others.

Insecure leaders think only of their own emotions. When mistakes are made, they may react in anger, disgust, or contempt. They reflect on how the mistake of another impacts their own image. But secure leaders can focus on the emotions of the person who made the mistake and care about what they feel.

Secure leaders accept mistakes because they want the best for those they serve.

“But God sent me ahead of you to preserve for you a remnant on earth and to save your lives by a great deliverance.”  Joseph was able to focus on his brothers and how their mistake would help provide for their own needs, not his own. He was in his position to serve others and meet their needs, not his own.  

Insecure leaders evaluate mistakes by how it will impact their own role or position.  But secure leaders are focused on what is best for those they serve and accept mistakes as an opportunity to serve. If the person who made a mistake needs encouragement, they encourage. If they need coaching, they provide it. If the person needs to experience a consequence for their mistake, they also provide that, but not from anger or a desire for revenge but out of a heart to serve. Secure leaders want the best for others.

For further reflection and discussion:  

• How have I led myself in regard to my own mistakes? Have I grown to the point that I accept my own mistakes as a part of my journey or do I expect perfection from myself? How does this impact my response when others make mistakes?
• When someone I lead makes a mistake, do I evaluate that based on how it impacts me, or how it impacts the person who made the mistake? What impact do the mistakes of others have on how I view myself and my role?
• When someone under my leadership makes a mistake, is my default response to focus on my own emotions or the emotions of the person who made the mistake? How does that impact my leadership?
• When someone I lead makes a mistake do I focus more in response on what I need or on what they need? How does this impact my leadership?           

Until next time, yours on the journey,

Jon Byler In the next issue, we’ll look at how secure leaders develop others.

Serving leaders empower others and are thrilled to see people developing and released, but they are not blind to the need for accountability. As Paul worked with Timothy and others in his leadership pipeline, he released them, but he also followed them to ensure that they were moving in the right direction. In the initial stages of his development Timothy followed Paul, living and working together. But then Paul released Timothy to pastor the church at Ephesus. Timothy was now leading on his own but Paul didn’t leave him alone. Paul followed him, writing letters to Timothy that provided appropriate accountability and guidance.   

¹⁵ Be diligent in these matters; give yourself wholly to them, so that everyone may see your progress. ¹⁶ Watch your life and doctrine closely. Persevere in them, because if you do, you will save both yourself and your hearers (1 Timothy 4:15-16, NIV).

Timothy at this point was on his own, but he was not alone. Paul was continuing to mentor and guide him on his leadership journey. And it was effective! Paul later declared:

But you know that Timothy has proved himself, because as a son with his father he has served with me in the work of the gospel (Philippians 2:22, NIV).

Serving leaders learn the benefits of following those they empower from Paul’s example.

Following leaders provides accountability.

Paul acknowledged that Timothy had “proved himself.” This implies that there was a time of testing and evaluation of this leadership capacity as he developed under Paul’s guidance. Paul released Timothy to lead on his own but made it clear that he was still accountable to him for his work.

Some leaders release those under them with little or no accountability. Others delegate responsibilities but micromanage what the emerging leader is doing. Serving leaders successfully manage the delicate balance between empowerment and accountability. They release, but don’t abandon, the emerging leader.  They follow by establishing accountability that is appropriate for the leadership level of the one that they release.

Following leaders produces accelerated growth.   

Appropriately following an emerging leader actually accelerates their growth! The mentor is able to share life experience and wisdom in ways that help the younger leader to move forward more quickly on their own leadership journey. Timothy could have learned some things on his own through trial and error. But Paul followed Timothy to accelerate that growth. He expected everyone to see Timothy’s “progress.” Some leaders release others and expect them to learn on their own. Serving leaders follow those they are developing to accelerate their growth.  

Following leaders produces higher quality leaders.

The result of Paul’s continued mentorship in Timothy’s life –was “that Timothy has proved himself.” Paul’s leadership pipeline produced a proven leader who had journeyed with Paul as a son. Timothy was a high-quality leader as a result. Some leaders release others to be on their own and hope for the best. Serving leaders continue to serve those they are developing by following up with them to ensure quality results.

For further reflection and discussion:

• Do I have an older leader or mentor who follows me to see how I am doing in my leadership journey? If so, what can I do to show appreciation to them today for what they have invested in my life? If not, who is someone I can ask to hold me accountable for my own leadership development and when will I talk to them about this?
• For those leaders that I am developing, is my tendency to release without accountability or to micromanage? What do I need to change to find the right balance?      
• Have I had conversations about levels of accountability with those I release to do different tasks or assignments?  Am I adjusting the level of accountability expected as leaders under me grow and develop?
• What do I do to demonstrate to those I lead that while they are on their own, they are not alone?
• What quality of leaders are developing under my guidance? What can I learn from Paul to produce higher quality leaders?  

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how Paul developed his leadership pipeline by encouraging them.  

A significant part of God’s flourishing world was the marvelous and diverse animal kingdom. God quickly gives Adam an assignment in relation to the animal world.

¹⁹ Now the Lord God had formed out of the ground all the wild animals and all the birds in the sky. He brought them to the man to see what he would name them; and whatever the man called each living creature, that was its name. ²⁰ So the man gave names to all the livestock, the birds in the sky and all the wild animals (Genesis 2:19-20, NIV).

The assignment God gave to Adam is profound in so many regards. It sets him apart from the animal world and prepares the stage for God to create a companion suitable for him. It demonstrates God’s expectation that Adam was not a bystander; he was to rule over the creation. This assignment also reveals that God expected Adam to grow and develop. There was work to do and God expected Adam to learn and grow. Scholars and scientists debate over the actual number of animals that Adam needed to name and it’s not likely that he had to name all of the currently known 1.2 million species of animals. Nevertheless, the task was not an assignment for a few minutes or a couple of hours! Serving leaders observe that the expectation of growth is an essential ingredient for a flourishing world.  

Expecting growth accelerates flourishing by acknowledging the intent.

God brings the animals to Adam and expected Adam to name them. God had created Adam with the capacity to name the animals but now Adam had to grow into this potential and come up with names! God could have given the names to Adam and asked him to memorize them but He wanted Adam to grow. Growth is baked into our DNA and is a natural expectation. We enjoy the clumsy efforts of infants as they learn to walk but we expect them to grow and mature. We anticipate the advancement of knowledge and maturity that comes as children progress through their formal education. And this design for growth is intended to continue our entire lives. Serving leaders acknowledge God’s intent for human growth.  

 Expecting growth accelerates flourishing by anticipating the impact.

God must have smiled as He watched Adam thinking and then speaking out a name! And He imagined a world filled with men and women each stretching and growing, learning to master their domain. But sadly, many people today simply show up at work for a paycheck, not expecting to change or grow. They join churches expecting only to attend meetings and be inspired. Serving leaders look at those they serve and not only see who they are now, but see what they could become. They anticipate the growth of the entry level worker to become a manager. They expect the newest member to grow into a future leader. They dream of their organization being filled with people who are fully alive, learning and growing in their capacity to shape their world.

Expecting growth accelerates flourishing by accepting the implications.

Serving leaders also realize that God has placed them in a position of leadership to accelerate the process of growth. They first make sure that they are growing themselves, continually seeking to improve and learn. Then they observe that God deliberately gave Adam an assignment to help him grow. Serving leaders take responsibility to serve those they lead by giving challenging assignments that will stretch the capacity of their followers. They encourage, mentor, coach and guide others to reach their full potential. And, like God must have done, they watch with a satisfied smile on their face as they observe others growing and flourishing around them.

For further reflection and discussion:

How has the intent of expecting growth been distorted in your context? Reflect specifically about the thinking in this area in your culture, your family, and in the organization where you lead. What impact has this thinking had on you as a leader? In what ways do you need to adjust your thinking to align with God’s intent? In what ways are you growing yourself as a leader?

Reflect on what the impact would be if everyone in your organization would fully grasp and live out what it means to expect growth. Write at least three reflections.

What action steps will you take as a leader to expect growth in your home, organization or community? Choose which of these areas you will focus on and then list 2 or 3 specific steps you will take and dates for when you will take the actions.

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at another ingredient of a flourishing world: Accountability is Natural.

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

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

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

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

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

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

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

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

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

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

For further reflection and discussion:

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

Until next time, yours on the journey,

Jon Byler

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

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

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

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

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

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

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

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

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

For further reflection and discussion:

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

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

Until next time, yours on the journey,

Jon Byler

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

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

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

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

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

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

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

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

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

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

For further reflection and discussion:

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

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

Until next time, yours on the journey,

Jon Byler

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

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

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

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

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

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

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

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?”  

Serving leaders long for those who follow to not only learn what to do, but how to think for themselves. So, they ask powerful questions of those who follow and use this one to help develop their leadership capacity.  Serving leaders look at the question God asked Moses, “What is in your hand?” They first apply it to themselves by asking “What is in my hand?” Then, they reflect on what this question means for those who follow them and they also ask it of them.

 ² Then the Lord said to him, “What is that in your hand?” “A staff,” he replied. ³ The Lord said, “Throw it on the ground.” Moses threw it on the ground and it became a snake, and he ran from it. ⁴ Then the Lord said to him, “Reach out your hand and take it by the tail.” So Moses reached out and took hold of the snake and it turned back into a staff in his hand. ⁵ “This,” said the Lord, “is so that they may believe that the Lord, the God of their fathers—the God of Abraham, the God of Isaac and the God of Jacob—has appeared to you” (Exodus 4:2–5, NIV).

Serving leaders ask this question of their followers with three objectives.

Serving leaders ask “What is in your hand?“ to reveal potential.

In this story God saw the potential Moses had, but Moses did not! God does not give Moses a list of things He saw, but instead asks the question. He wants Moses to see the staff differently than before. Serving leaders ask the same question so that their followers will discover gifts that they have within themselves. They might need to ask several times or to add “What else do you have?” after some answers have been provided. Serving leaders desire for their followers to see that they are not simply “ordinary” persons, but individuals that have been created in a unique way for a specific purpose.

Serving leaders ask “What is in your hand?“ to release creativity.  

God was calling Moses to use his staff in a new way and his thinking needed to change. Serving leaders decide that instead of providing solutions to problems, they can serve better by asking someone, “What could you do to solve this problem?” or “How could you improve this process?” They develop people by asking the question until the creativity within begins to be revealed.

Serving leaders ask “What is in your hand?“ to resist dependency.  

All leaders are tempted to be the one with the answers. God certainly had answers for Moses! But God asked Moses the question to make him think. He wanted Moses to stretch his own thinking and not always depend on someone to tell him what to do. God chose to use what was in Moses’ hand instead of giving him something new. Serving leaders learn from Moses to ask “What is in your hand?” in ways that help followers become less dependent on the leader. This is a process of discipleship which may take a significant amount of time but gradually the serving leader helps the follower to be able to think on their own, to make decisions and take action. They serve by asking the question that forces the follower to see themselves as someone with answers. Serving leaders have answers but they often serve by asking questions instead of dispensing information.    

For further reflection and discussion:

• When I see potential in others do I tend to ignore it? Point it out? Or do I ask a question that allows them to discover it in themselves? Who can I ask this week, “What is in your hand?”
• How do I encourage creativity among those who follow me? Am I able to hold my ideas and answers in order to encourage others to think first and plan?
• Do I find my identity in providing answers to people’s questions? In what way does that impact my leadership?
• Over time, are people becoming more dependent or less dependent on my presence? What does this say about my heart to serve others?                 

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at another question serving leaders ask themselves, “How am I growing?”.

Serving leaders ask themselves hard questions about who they are becoming. As they gain clarity and direction about their focus, they also serve those they lead by encouraging them to walk the same journey of discovery. They desire that Paul’s instructions are helpful not only for their own lives but also for those they serve. “And we all, who with unveiled faces contemplate the Lord’s glory, are being transformed into his image with ever-increasing glory, which comes from the Lord, who is the Spirit” (2 Corinthians 3:18, NIV).

Serving leaders seek to call forth the best in those who follow. They desire the transformation indicated in this verse. And they are not afraid to ask probing questions that will guide others on their leadership journey. They recognize that asking questions rather than giving answers allows those they lead to grow and develop their own capacity to think and to reflect. So They serve by asking those who follow, “Who are you becoming?” Where helpful they are willing to offer their own observations but are willing to simply lay the question before the person and allow them to reflect. Serving leaders acknowledge that this question is a deep question for one’s soul and not a means of doing a performance assessment! As they gently ask this question of those who follow, they examine their motives to ensure that their only desire is genuine care for the other person and a desire to see them grow. They refuse to ask this question as an underhanded way to address visible problems. They serve in love by respecting the level of openness the person offers in response. As they invite others to ponder this question, they ask it with several purposes in their mind.

Serving leaders ask “Who are you becoming?“ to reveal direction.

Where appropriate serving leaders may invite those who follow to reflect on their own growth journey by asking, “Are you becoming the spouse/parent/community leader/worker you want to become? Are there ways I can help you move in the direction you want to go? Are there any roadblocks I can remove from your path?” Serving leaders recognize that those who follow them are changing and moving either consciously or unconsciously. They raise the question to bring awareness to their followers of the direction in which they are moving. The question recognizes the uniqueness of each individual and is less concerned about the position on the journey than the direction of the journey.

Serving leaders ask “Who are you becoming?“ to redirect focus.

Serving leaders know their own tendency to lose the correct focus, so they can gently ask those who follow, “Who is influencing you the most? Where do you go for ideas and inspiration? Is this taking you in the direction you want to go?” The question serves as a reminder to the follower that focus is critical in determining direction.

Serving leaders ask “Who are you becoming?“ to release transformation.

The goal of the serving leader is to equip, empower and release the persons who follow. They desire the best for their lives, not only in the role in which they serve the organization but in their entire lives. They serve those who follow by helping them become the people that they were designed to be. So, they ask, “Who are you becoming?” to encourage them to experience the power of transformation in their own lives.  

For further reflection and discussion:

• Do I have enough love and concern for those I lead to ask them “Who are you becoming?” If not, what does this indicate about my heart and what do I need to change? If so, when will I begin to ask them this question?
• Before I ask anyone the question “Who are you becoming?” do I have any hidden motives about why I will ask them this question? Is my desire to help them genuine and does it go beyond my concern for their work performance?
• Am I willing to simply ask the question of others and not demand a response from them? Am I willing to offer my own observations only if requested by that person?               

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at a question serving leaders ask themselves:  “What is in my hand?”