Joshua’s leadership work was nearly done.  The land was divided, and the people were settled. But before he died, he used wisdom to cast a vision for the next generation.   

¹⁴ “Now fear the Lord and serve him with all faithfulness. Throw away the gods your ancestors worshiped beyond the Euphrates River and in Egypt, and serve the Lord. ¹⁵ But if serving the Lord seems undesirable to you, then choose for yourselves this day whom you will serve, whether the gods your ancestors served beyond the Euphrates, or the gods of the Amorites, in whose land you are living. But as for me and my household, we will serve the Lord.” …. ²⁵On that day Joshua made a covenant for the people, and there at Shechem he reaffirmed for them decrees and laws. ²⁶And Joshua recorded these things in the Book of the Law of God. Then he took a large stone and set it up there under the oak near the holy place of the LORD. ²⁷“See!” he said to all the people. “This stone will be a witness against us. It has heard all the words the LORD has said to us. It will be a witness against you if you are untrue to your God.” ²⁸Then Joshua dismissed the people, each to their own inheritance (Joshua 24:14-15, 25-28 NIV).

In his final leadership action, Joshua casts a vision for the Israelites to renew their commitment to follow God.  He does this with wisdom in three powerful ways.

Joshua used wisdom to cast vision by recalling the past. 

Joshua recalls their history. He spends much of his farewell address reminding them of the ways that God has led them to the place they now are.  He shares the stories of the past to provide vision for the future. He wisely links future vision to past events. 

Some leaders only look to the future and paint a glorious picture of what can be with no connection to the past. But serving leaders link future vision to the stories that brought them here. They find vision from the past and project that forward into an even better future. They remind the people they lead that they are rooted in what has come before. 

Joshua used wisdom to cast vision by setting a personal example.

Joshua called the people to recommit themselves to following God and then made his well-known declaration, “But as for me and my household, we will serve the Lord.” He wisely leads by example. He will pursue the vision no matter what the choice of the people is. This commitment and personal engagement is a strong motivation to the people and they also agree to serve the Lord.

Some leaders call others to a high level of commitment, but they don’t get personally involved. They ask others to pay a price they are unwilling to pay. But serving leaders cast vision by their own action. They move before calling others to move. 

Joshua used wisdom to cast vision by using visual reminders.

Joshua set up “a large stone” as a visual reminder of the commitment they were making. He wanted them to recall their commitment every time they walked past this stone. He wisely understood that a picture is worth a thousand words.

Some leaders rely only on words, hoping that repetition will make the vision stick. But serving leaders add visual reminders to the vision. They paint word pictures; they share stories and give examples that help the vision to stick in the hearts and minds of those they lead. They stir their hearts before asking for their hands.

For further reflection and discussion:

• When I share vision, how do I root it in the past? Even when significant changes are needed, have I found ways to look at the past to help articulate the way forward?
• In what ways do I model the vision I ask others to work towards? Can I consistently invite people to follow my example? What impact does that have on my leadership?
• How do I help people visualize the vision? Are there physical objects that I could use to remind people of the vision as Joshua did? Do I tell stories and give personal examples that bring the vision to life? What other ways can I help connect people’s emotions to the vision? 
• In addition to these reflections above from Joshua’s life, read all of Joshua 23 and 24. Reflect on how he wisely used his farewell speech and covenant renewal to project a vision for the future. What do I learn from his example that I can apply to my own leadership?       

Until next time, yours on the journey,

Jon Byler

Joshua received a spirit of wisdom from Moses—but that didn’t mean his path would be free of failure. In fact, one of his early leadership mistakes with the Gibeonites became a powerful lesson in gaining wisdom through failure.  This happened in his interaction with the Gibeonites, a nearby group of people who pretended to be from a distant land and sought peace with the Israelites. Joshua, and the leaders, accepted the offer before realizing it was a deception.

¹⁴The Israelites sampled their provisions but did not inquire of the Lord. ¹⁵Then Joshua made a treaty of peace with them to let them live…  ²⁰This is what we will do to them: We will let them live, so that God’s wrath will not fall on us for breaking the oath we swore to them.” ²¹They continued, “Let them live, but let them be woodcutters and water carriers in the service of the whole assembly.” So the leaders’ promise to them was kept (Joshua 9:14–15, 20-21, NIV).

This treaty was a significant failure in Joshua’s leadership. But he gained wisdom through the experience as he responded.

Joshua gained wisdom by accepting his mistake.

Joshua was fully prepared for war, but the ruse was a surprise. He failed to stop and ask God for wisdom. His decision was rational but it was not wise. But when Joshua realized what happened he accepted his mistake. He didn’t blame others or point fingers at the leaders that were with him; he took full responsibility for the mistake. He gained wisdom as he reflected on what happened and learned from his failure.

Some leaders look for others to blame when they make a mistake and try to cover up the impact of their failure. But serving leaders accept responsibility for failures and thoughtfully gain wisdom. They understand that failure is a great teacher…when they reflect, learn and grow as a result.

Joshua gained wisdom by a thoughtful response.

When the failure was evident, the Israelite army set out for the Gibeonite territory. Joshua had three days of marching to ponder his options. He had more than enough military power to demolish the Gibeonites and destroy their towns as they had done to Jericho and Ai. Humanly, he was likely angry at himself and at the Gibeonites for what had happened and a brutal response would have pacified all his people who were now grumbling about his decision. But Joshua’s thoughtful response helped him avoid an emotional reaction.    

Some leaders react after a failure and seek to punish others in revenge. But serving leaders take time to reflect so that instead of reacting, they can act with wisdom.

Joshua gained wisdom by honoring his commitment.

Joshua had made a commitment to the Gibeonites and even though they had deceived him, he gained wisdom by choosing to honor his commitment to them. No one would have rebuked him if he would have destroyed them entirely. But Joshua chose to keep his integrity even at a great cost. He found a way to honor his commitment while making the Gibeonites woodcutters and water carriers for the Israelites.

Some leaders reverse course when they realize they made an unwise promise and justify their actions to save face and look powerful. But serving leaders recognize that one mistake does not justify another. They gain wisdom by finding ways to honor their commitment as well as accomplish their mission.   

Joshua’s failure didn’t disqualify him—it refined him. And failure can do the same for any leader willing to learn.  

For further reflection and discussion:

• Read the full account of this story in Joshua 9:1-27. What additional insights can I observe about how Joshua gained wisdom through this failure?
• How often do I pause to reflect and pray before making what seems to be an obvious decision? What impact does this have on my leadership?
• What significant leadership failure have I experienced and what did I learn from it? Are there ways I gained wisdom through that experience? What would I do differently if I had a chance to do it again?
• Am I always willing to honor my commitments, even when I later realize I should not have made the commitment? How does this impact my leadership?
• In addition to these reflections from Joshua’s life, consider the following verses that relate to gaining wisdom through failure and God’s discipline:   Prov. 3:11-12; 12:1; 15:31-32; 19:20; 26:11-12; Ps. 51:1-6; and James 1:2-5.        

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how Joshua utilized wisdom to uphold standards.

We have already seen several factors that helped Timothy grow in his leadership capacity. He was hungry to learn, he paid the price of leadership, he learned the Word and how to think and reflect. Timothy left hindrances behind and learned self-control as he became a role model. In this issue we focus on another factor that helped make Timothy an effective leader—he established healthy friendships. Consider these verses:

² People will be lovers of themselves, lovers of money, boastful, proud, abusive, disobedient to their parents, ungrateful, unholy, ³ without love, unforgiving, slanderous, without self-control, brutal, not lovers of the good, ⁴ treacherous, rash, conceited, lovers of pleasure rather than lovers of God—⁵ having a form of godliness but denying its power. Have nothing to do with such people (2 Timothy 3:2–5, NIV).

To Timothy my true son in the faith: Grace, mercy and peace from God the Father and Christ Jesus our Lord (1 Timothy 1:2).

Do your best to get here before winter. Eubulus greets you, and so do Pudens, Linus, Claudia and all the brothers and sisters (2 Timothy 4:21).

These verses indicate that Timothy succeeded in establishing relationships that were healthy and beneficial to him and to the others involved. Serving leaders seek to act in the same way to develop healthy relationships.

Timothy’s healthy friendships resulted from choosing.

Paul reminds Timothy that there are many people who would not be healthy friends. He cautions Timothy strongly, “Have nothing to do with such people.” Timothy learned to choose friends well. He understood that the choices he made in his relationships would either strengthen or undermine his leadership.

Many leaders don’t give careful thought to their choice of friends. They might choose friends based on perceived advantages or how the friendships can benefit them. Or they may simply allow relationships to develop without conscious thought. But serving leaders think carefully about those with whom they spend time. While they seek to love and serve everyone, they choose their friendships deliberately and thoughtfully.

Timothy’s healthy friendships required commitment.

 Paul didn’t have any biological children but called Timothy his “true son.” How did Timothy earn this endearing position with Paul? He had shown his loyalty and faithfulness to Paul for years, demonstrating his commitment to their relationship. As he paid the price of a healthy friendship with Paul, he learned how to have healthy relationships with others.

Some leaders want the benefits of healthy relationships but are not willing to invest the time, energy and commitment that is required. Serving leaders recognize that healthy friendships are costly but worth the investment. They focus on loving and serving well and see their commitment rewarded with healthy friendships.

Timothy’s healthy friendships released companionship.

When Paul was in prison and awaiting martyrdom, he summoned his faithful friend Timothy for a last farewell indicating the depth of their friendship. And he conveyed greetings from many others who loved Timothy deeply. After years of carefully selecting the right friendships and investing deeply in them, Timothy—and his friends—reaped the reward of genuine companionship, something every person longs to achieve.

Many leaders come to the end of their lives and tragically discover that they really don’t have any committed companions that will be with them. Serving leaders, like Timothy, choose their friends carefully, nurture those relationships diligently and have some of the richest relationships possible as a result.

For further reflection and discussion:

• How would I describe “healthy” and “unhealthy” friendship?
• As I reflect on my current relationships how satisfied am I at the health of these relationships? What, if anything, do I need to change?
• What one relationship can I focus on in the coming month to strengthen and how will I invest deliberately in this friendship?
• Reflect on those you lead. What can I do to encourage them to develop healthy friendships?        
• In addition to the verses we used in this issue, consider the following: 1 Timothy 4:6-7; 5:1-2, 21, 24-25; 6:20-21; 2 Timothy 1:2, 15-18; 2:16-18; and 4:9-12. What additional insights do you find from these verses about how Timothy cultivated healthy relationships and the results of his actions?

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how Timothy related to different generations. In this series we’ve been 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.

As a “man of standing” Boaz served others in several ways that we have already seen. He treated others well, he treated the weak with respect, and he gave generously. He also served others by keeping his word. Several times in the story of Ruth, Boaz did what he said he would do and serves as an example to serving leaders in this area of integrity. 

⁸ So Boaz said to Ruth, “My daughter, listen to me. Don’t go and glean in another field and don’t go away from here. Stay here with the women who work for me. ⁹ Watch the field where the men are harvesting, and follow along after the women. I have told the men not to lay a hand on you. …. ¹⁵ As she got up to glean, Boaz gave orders to his men, “Let her gather among the sheaves and don’t reprimand her. ¹⁶ Even pull out some stalks for her from the bundles and leave them for her to pick up, and don’t rebuke her” (Ruth 2:8, 15-16 NIV).

¹¹ And now, my daughter, don’t be afraid. I will do for you all you ask. All the people of my town know that you are a woman of noble character. ¹² Although it is true that I am a guardian-redeemer of our family, there is another who is more closely related than I. ¹³ Stay here for the night, and in the morning if he wants to do his duty as your guardian-redeemer, good; let him redeem you. But if he is not willing, as surely as the Lord lives I will do it (Ruth 3:11-13).

What can we learn from Boaz about how to serve by keeping our word?  

Serving leaders remember their words.

Boaz promised Ruth that his men would not abuse her. These were not idle words which he had not every intention of fulfilling. He remembered what he promised her and took action on it quickly. Many leaders talk a lot and make promises hoping to please those they lead. But they have no intention of acting on their promises and quickly forget what they said. Their followers soon learn not to pay attention to their empty words. But serving leaders think before they speak because they want to remember what they have promised. They take quick action as Boaz did, or they make a note to themselves to follow up later. Serving leaders make a conscious effort to remember every word they promise.  

Serving leaders honor their words.  

Boaz remembered his words and followed up with action. He went to his workers and repeated his instructions to them to fulfil the promise he made to Ruth. When he later promised her that he would act on her request for marriage he said, “as surely as the Lord lives I will do it.” Boaz made this strong statement because he was a leader that honored his commitment. Many leaders talk more than they act. But serving leaders don’t say “I will do it” lightly. They honor their words with appropriate action.

Serving leaders build a reputation with their words.

Boaz lived his life by honoring his words and his consistency built a reputation that every leader should desire. After Ruth reported to Naomi what Boaz said, Naomi responded, “Wait, my daughter, until you find out what happens. For the man will not rest until the matter is settled today” (Ruth 3:18). The reputation of Boaz was not built in a day, it was the result of him consistently honoring his word. Many leaders honor their words one day but not the next. But serving leaders work hard day after day to follow through on their commitments. They apologize when they fail and keep striving to be a person of their word. And with time, they build a reputation that all their followers can trust.

For further reflection and discussion:

• Skim the four chapters of Ruth looking for other indications of how Boaz kept his word. What do you observe? In what way can you learn from his example?
• Do I ever forget what I promised to do? What can I do to minimize this omission?
• Have I recently promised more than I fulfilled? What is the result for my leadership?  How can I improve in honoring my words?
• Am I known as a person who keeps my word? If not, why not and what needs to change? If so, how can I use the trust others have in me to better serve them?

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how Boaz served by making things happen.

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

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

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

The great purpose clarifies direction. 

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

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

The great purpose confirms meaning.

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

The great purpose creates commitment.

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

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

For further reflection and discussion:

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

Until next time, yours on the journey,

Jon Byler

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

Copyright, Center for Serving Leadership 2020. 

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

We have already recognized David’s skill as a shepherd, his heart as a faithful worshipper and his clarity of purpose in life. Yet, as an emerging leader David was alone. His family didn’t believe in him and only Samuel seemed to have a sense of what God was preparing to do with this young man. His triumph over Goliath brought some public recognition, but popularity is no substitute for friendship. David finally found a loyal friend who would walk with him through some of his most difficult leadership years.

After David had finished talking with Saul, Jonathan became one in spirit with David, and he loved him as himself. From that day Saul kept David with him and did not let him return to his father's house. And Jonathan made a covenant with David because he loved him as himself. Jonathan took off the robe he was wearing and gave it to David, along with his tunic, and even his sword, his bow and his belt (1 Samuel 18:1-4).

Jonathan’s special friendship with David was a deep and powerful friendship. It was so strong that when Jonathan died in battle David composed a lament, How the mighty have fallen in battle! Jonathan lies slain on your heights. I grieve for you, Jonathan my brother; you were very dear to me. Your love for me was wonderful, more wonderful than that of women (2 Samuel 1:25-26). This was a genuine friendship, much more than clicking ‘like’ on Facebook! All servant leaders can learn from David’s example how to choose friends that will help make a difficult journey possible.

Choose friends who share a common goal.

Jonathan and David became “one in spirit.” They were united by their common direction in life. There were many things that could have divided these two men. They were from different tribes. One came from the royal family, the other was a shepherd. There were surely some differences of opinion but something about David’s defeat of Goliath and his unwavering commitment to God’s purposes struck a deep chord in Jonathan’s heart and drew them together. They formed a relationship that was stronger than Jonathan’s blood relationship. Servant leaders carefully choose a few friends who are deeply committed to common goals. Their friendship reinforces these goals and brings out the best in both parties.

Choose friends who sacrifice self.

Jonathan “loved him [David] as himself.” He was the rightful heir to the throne of the land, yet he chose to sacrifice his own ambitions for the sake of his friendship with David. What a gift this friendship was to David! In many relationships, servant leaders are called to lead others by sacrificing self. So, they need friends around them who are willing to sacrifice self to bless the other. This provides strength for the servant leader to continue serving others selflessly.

Choose friends who honor their word.

Jonathan made a covenant with David, a binding agreement symbolized by his gift of his kingly robe and his own weapons. His actions were a powerful symbol that he would honor this friendship. So David was able to trust Jonathan even in life and death situations. Servant leaders look for friends who honor their words. They welcome even painful criticism from true friends.

David didn’t abandon his family or childhood friends. But he found in Jonathan a friend that would help him be a better leader. Servant leaders prayerfully seek one or two Jonathan’s in their lives. If you already have one, take a minute to express your thanks to them. If not, pause and ask God to show you who He has prepared to be this friend.

For further reflection and discussion:

• Take a moment to think about 3 or 4 of your closest friends. Evaluate your relationship with each of them in the following areas: sharing common goals, sacrifice of self, and honoring their words. In what ways has their friendship made you a better leader? How can you express your thanks to them?
• Reflect on your own friendship to others. In what ways are you a “Jonathan” to another leader? Are you willing to see him/her succeed even if you need to sacrifice? What are the common goals you share with him/her? Is that person able to count on your word without question? Have you verbalized your commitment to this relationship?

The officials did not know where I had gone or what I was doing, because as yet I had said nothing to the Jews or the priests or nobles or officials or any others who would be doing the work. Then I said to them, “You see the trouble we are in: Jerusalem lies in ruins, and its gates have been burned with fire. Come, let us rebuild the wall of Jerusalem, and we will no longer be in disgrace.” I also told them about the gracious hand of my God upon me and what the king had said to me. They replied, “Let us start rebuilding.” So they began this good work. (Nehemiah 2:16-18)

In the last issue we began to examine how Nehemiah communicated the vision for building the wall. He chose the right time, identified the need and committed himself. Now, let’s look at what more is required of servant leaders as they communicate the vision.

Call people to commitment.

After stating the need and identifying himself with the problem Nehemiah called for action. “Come, let’s rebuild the wall…” Nehemiah is a leader standing with confidence and calling others to join him in accomplishing the vision. Leaders call others to commit to the vision. This is a step that involves a big risk and some leaders hesitate at this decisive point because they recognize intuitively that not everyone will follow. They might fear that no one will follow! Servant leaders have courage to take this step because they are convinced that what they are asking people to do has been birthed in prayer and comes from the heart of God. They recognize that not everyone will make the commitment but they also realize that until they boldly call for action, nothing will be accomplished. For servant leaders their own identity is not at stake, this is already secure in their relationship with God. They are not trying to prove themselves as leaders, simply seeking to accomplish what God desires to do through them. Before calling others to commit to the vision, the servant leader has already made that commitment. He or she knows that there will be hard work and opposition ahead but is ready to move forward.

Share the plan.

Nehemiah recognized that as he called people to commit to the vision they would want to know his plan so he shared with them details about the plan that he had. Right at the beginning he painted a picture of what the future would look like when the wall is finished, “We will no longer be in disgrace.” He talked with them about ways that God has already confirmed His direction for this vision. Later he would tell them in more detail who will repair each section of the wall. As he shared the plan their confidence increased and they began to believe that the vision could become a reality.

Communicate more!

This passage represents Nehemiah’s first and most significant communication of the vision but it would not be the last time he needed to communicate the vision. Opposition would arise, people would lose their initial enthusiasm after lifting stones in the hot sun and they would need to be stirred up again. Many leaders think that a great vision speech will last for a lifetime but great leaders repeat the vision again and again. They continually work at communicating the vision in more effective ways and with greater clarity. They repeat it regularly in public and in private. They are not satisfied until everyone clearly understands the vision and are doing their part to carry it out. Servant leaders are not discouraged by the need to repeat the vision; they recognize that it is a part of their job description and do whatever it takes to keep people’s eyes on the vision.

The importance of communication of the vision cannot be overstated. Whether in business, education, politics or church leadership, servant leaders have great visions and learn from Nehemiah how to effectively communicate the vision in ways that inspire people to work. That will be the subject of our next issue!

For further reflection and discussion:

• Have I clearly asked for commitment from those who are following? If not, what fears keep me from taking this step? What do I need to do to deal with these fears?
• Do those who follow me know as much as they need to know about the plan of action? Do they recognize what part they play in carrying out the vision?
• Have I communicated the vision often enough? When is the last time I shared the vision? Do I have a plan to keep the vision in front of the people I serve? Are there ways that I can more effectively share the vision? What stories can be used to help people understand the vision?

Nehemiah’s vision and plans are good enough to get him out of the king’s palace and on the road to Jerusalem, but he has a major step remaining before work on the wall will begin. He has to communicate his vision to those who will help him with the work. This is one of the most critical elements of implementing a vision but a place where many leaders with great visions falter. The leader that is able to effectively communicate his vision will do far more than the one who has a great vision but doesn’t know how to share it with others.

The officials did not know where I had gone or what I was doing, because as yet I had said nothing to the Jews or the priests or nobles or officials or any others who would be doing the work. Then I said to them, “You see the trouble we are in: Jerusalem lies in ruins, and its gates have been burned with fire. Come, let us rebuild the wall of Jerusalem, and we will no longer be in disgrace.” I also told them about the gracious hand of my God upon me and what the king had said to me. They replied, “Let us start rebuilding.” So they began this good work. (Nehemiah 2:16-18)

We’ll take two issues to learn six principles from Nehemiah about how servant leaders communicate the vision.

Choose the right time.

Nehemiah masterfully selected the right time to share the vision. His vision had first been birthed during his time of prayer and then shaped by the process of planning and sharing with the king. After he traveled to Jerusalem he took a few days to assess the physical realities there and to modify his plan as needed. Nehemiah was wise enough not to make a public announcement before he finished clarifying his vision. All this time he waited for the right time to communicate with the people in Jerusalem. But then he was ready. He called the people together and began to share with them. Just like Nehemiah, servant leaders carefully consider the right time to share the vision. They allow the vision to deeply penetrate their own hearts first and wait until the people have confidence in their leadership before calling for action. They recognize that sometimes the people are not yet ready for the vision and they seek God’s timing before communicating the vision.

Identify the need.

The need for a wall seemed obvious but Nehemiah deliberately points it out to them. “You see the trouble we are in: Jerusalem lies in ruins, and its gates have been burned with fire.” The people had lived with the rubble of the wall for so long that they didn’t see it any more as they daily walked past piles of stones. Nehemiah, like all effective communicators, pointed out the need for action. For servant leaders, the need is not their own personal achievement or gain, but to meet a need of those they are serving. The wall would benefit the people of Jerusalem not Nehemiah. Reflect on the group of persons you serve. What are their needs? Is the vision you are pursuing meeting those needs? Have you communicated those needs to them?

Commit yourself.

Notice what Nehemiah said as he began, “You see the trouble we are in.” He didn’t say, “See the trouble you are in.” He could have easily distanced himself from the problems of the residents of Jerusalem and talked about their problems. But he was there to serve them and chose to be a part of the problem so that he could be a part of the solution. He was committed to their welfare and willing to commit himself to the work. A servant leader is always able to identify with the problem and commit to the appropriate action. Don’t call people to a work that you are not willing to do and don’t lead people where you don’t feel that you also have a need.

For further reflection and discussion:

Is the time right to share your vision? Consider the following questions:

• Have people learned to trust you as a leader? Do they trust your heart? Do they have confidence in your ability to lead?
• Have you internalized the vision? Are you ready to pay the price to carry it out? Has it consumed your thinking?
• Do you have a clear plan in place to carry out the vision?
• Are the people ready? Do they recognize the need? Are they ready to pay the price for the vision? What obstacles will they see when you share the vision? Are there ways in which their own felt needs must be addressed before they can see the need that you identify?
• What need does your vision meet? Is it clear that the vision will serve the needs of others or is it only meeting your own needs? If the need is not clear or if the vision is more about you than others, take more time to clarify the need and sort through your own motives as a leader.
• Have you tried to share a vision in which you did not identify yourself with the problem? What was the result and what did you learn? How does Nehemiah’s example provide direction for you?

In previous issues we examined how Nehemiah saw God’s vision for the people and how he took time to allow the vision to be shaped. Finally, we can learn from his example how to share the vision with others. Notice again how he communicated, “Then I said to them, ‘You see the trouble we are in: Jerusalem lies in ruins, and its gates have been burned with fire. Come, let us rebuild the wall of Jerusalem, and we will no longer be in disgrace.’ I also told them about the gracious hand of my God upon me and what the king had said to me. They replied, ‘Let us start rebuilding.’ So they began this good work.” (Ne 2:17-18) What can we learn from Nehemiah about how to share the vision with others?

Identify the need.

“You see the trouble we are in: Jerusalem lies in ruins, and its gates have been burned with fire. Nehemiah took time to clearly identify the need. This need should have been obvious to the people as they daily walked around the fallen stones that had once been a wall but they learned to see their environment as normal. What are people in your organization seeing as ‘normal’ that they should not accept? As leaders share vision they remind people of needs. What are the needs in your organization that will be met by the vision?

Commit yourself.

Notice what Nehemiah said, “You see the trouble we are in.” He didn’t say, “See the trouble you are in.” A good leader is always able to identify himself with the problem and commit himself to the appropriate action. Don’t call people to a work that you are not willing to do! Don’t lead people where you don’t feel that you also have a need. Make sure you use ‘we’ when you share the vision.

Call people to action.

Nehemiah boldly called people to action, “Come, let’s rebuild the wall…” This is risky! What if people don’t follow? There is risk involved in leading change, but one thing is sure: if you don’t call for action, there will be none! Servant leaders can boldly call people to action since they are confident that the vision has come from God and it is a part of His purposes for the people.

Motivate others.

I also told them about the gracious hand of my God upon me and what the king had said to me. What was Nehemiah doing when he said this? He was sharing a story that provided additional motivation for people to move forward. Leaders find ways to motivate followers to accomplish the vision by using pictures of the future that inspire or by sharing stories from the past (as Nehemiah did) which build confidence that the task is possible. Servant leaders provide this motivation, not to manipulate others, but to help them accomplish all that God wants them to do. The confidence of the leader inspires others to follow.

Communication of the vision is not a one time event but something that needs to be repeated continually. If you have previously communicated vision, it may be time for a repetition. Nearly all leaders under communicate vision and underestimate how crucial it is to keep a team moving forward. To see if you have done your job well, go to a relative newcomer in your organization and ask them if they know what the vision is.

Seeing, shaping and sharing vision is a key way that God uses you to accomplish His purposes through the people you lead. Lead on!

For further reflection and discussion:

• How effectively have I communicated vision in the past? What specific steps can I take this month to improve?
• What stories or examples can I use to make the vision come to life? Are there images or pictures that I can ‘paint’ that will stir people to action?
• Are there needs in my organization that we have accepted as ‘normal’ that God wants to change? If so, what are they?
• In what way have I personally demonstrated my own commitment to the vision in the last month? What can I do today that will model the vision?