A shepherd is the most common biblical image of leadership. Shepherds are tasked with the responsibility to guide and protect the flock under their care which is a great picture of leadership. Yet, not all shepherds (leaders) lead as true shepherds. Consider Ezekiel’s words:

¹The word of the LORD came to me: ²“Son of man, prophesy against the shepherds of Israel; prophesy and say to them: ‘This is what the Sovereign LORD says: Woe to you shepherds of Israel who only take care of yourselves! Should not shepherds take care of the flock? ³You eat the curds, clothe yourselves with the wool and slaughter the choice animals, but you do not take care of the flock. ⁴You have not strengthened the weak or healed the sick or bound up the injured. You have not brought back the strays or searched for the lost. You have ruled them harshly and brutally. ⁵So they were scattered because there was no shepherd, and when they were scattered they became food for all the wild animals. ⁶My sheep wandered over all the mountains and on every high hill. They were scattered over the whole earth, and no one searched or looked for them (Ezekiel 34:1-6, NIV).

Ezekiel spoke for God and delivered His rebuke to the leaders of the nation. In doing so he revealed different ways shepherds can lead.

Shepherds see leadership either to benefit self or others.  

The accusation against these leaders was that they were using the flock to care for their own needs. “Woe to you shepherds of Israel who only take care of yourselves! Should not shepherds take care of the flock?” The leaders were enjoying the meat, the wool, and the milk from the flock. God does not say that these things should not be enjoyed, but when the focus of the leaders was only on themselves it was wrong. Instead, they should have been focused on strengthening the weak and taking care of the sick and injured. God rebukes them because they “have not strengthened the weak or healed the sick or bound up the injured. You have not brought back the strays or searched for the lost.”  If they would have strengthened the flock, they could have enjoyed a good lamb dinner. But when they focused on the dinner, they destroyed the flock.  

Some leaders are continually focused on how they will benefit from their position but serving leaders use their position for the benefit of others.  Some leaders ask “What’s in it for me?” but serving leaders say, “I’m in it for you!”

Shepherds use leadership either to display their own power or empower others.

Another accusation God makes is, “You have ruled them harshly and brutally.”  These shepherds abused their power and used it to rule harshly. They showed no concern for the well-being of the sheep. Many leaders use their leadership role to let everyone know who’s the boss! They see care and compassion as signs of weakness instead of strength. But serving leaders are in power to empower. They use their authority to give authority to others. They show genuine care for those they lead.

Shepherds demonstrate leadership that scatters or unites others.

 God describes the impact of the poor leadership on His people, “So they were scattered because there was no shepherd,…”  Without adequate leadership, the sheep were lost and started wandering to other places. They looked elsewhere for direction and guidance and ultimately scattered. Some leaders use their power to “divide and conquer” people.  They allow and encourage mistrust, petty gossip and division, believing that they will be more powerful when others are divided. But serving leaders use power to bring people together in ways that unite them. They believe strength comes from strong teams united around a common vision and goal.

As a leader, you are like a shepherd. What kind of shepherd will you choose to be?

For further reflection and discussion:

• What benefits do I enjoy as a leader? (List everything you think about, tangible and intangible items.) Then reflect on these questions:
  • Do I lead because of these benefits or do I lead because of what I can do for others?
  • Do the benefits I receive cause me to focus more on my own needs and desires than on those of the people I lead?
• How do I use the power I have? How quickly do I share power with others? What is the result in my leadership? (Reflect on a leadership action you took in the past week as you answer these questions.)
• Do I lead most naturally with the mentality of “divide and conquer” or “our unity is our strength”? What have I done in the past week to demonstrate this?  
• Read the rest of this chapter (34) in Ezekiel and look for additional insights into the impact poor leaders have on others.         

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how leaders follow.

Nehemiah had a clear vision to build the wall, but as a serving leader he was also concerned about the welfare of his people.  During the rebuilding project Nehemiah discovered that many of the people were suffering because of high interest rates charged by their fellow Jews. The wealthy were taking advantage of the poor—lending them money at rates that cost the poor their land and even their own children who were sold to pay debts. Their actions not only violated the law but contradicted the values that Nehemiah wanted to instill in the community. In the midst of the massive building project Nehemiah took action.  

⁶When I heard their outcry and these charges, I was very angry. ⁷I pondered them in my mind and then accused the nobles and officials. I told them, “You are charging your own people interest!” So I called together a large meeting to deal with them ⁸and said: “As far as possible, we have bought back our fellow Jews who were sold to the Gentiles. Now you are selling your own people, only for them to be sold back to us!” They kept quiet, because they could find nothing to say (Nehemiah 5:6-8, NIV).  

He understood that values violations from within the community represented a threat that was as significant as the external opposition he had already faced. Nehemiah recognized that weak values would not build a strong wall. As a serving leader he models the second action, Raise the Bar which focuses on identifying, clarifying and embedding core values into the hearts and minds of everyone in the organization.  

Serving Leaders Raise the Bar by defining the values.  

Nehemiah’s comments reveal at least several of the values that he wanted the community to embrace—compassion, integrity and justice. Nehemiah wanted to ensure that everyone understood what values were important and what they looked like in everyday actions. In this case, the values were not being expressed and he wanted the people to understand. In this he succeeded and the people “could find nothing to say.”    

Some leaders simply focus on getting the work done, pressing on to accomplish the vision. They do not understand that values exist whether or not they are articulated and defined. But serving leaders acknowledge that values need to be clearly articulated and understood by every team member. They communicate what the value looks like and what it does not look like. As they do so, they Raise the Bar for everyone.   

Serving Leaders Raise the Bar by demonstrating the values.  

Nehemiah says, “As far as possible, we have bought back our fellow Jews who were sold to the Gentiles.” Nehemiah was living out the values he articulated to the group. He had compassion on those who were in bondage and had bought some back from slavery.  

Some leaders talk about values and expect others to live them out, but fail to uphold them. But serving leaders model the way, they demonstrate to others the values they expect them to uphold. This does not mean they are perfect, but even when they fail, they humbly acknowledge their failure and adjust their behavior. 

Serving Leaders Raise the Bar by dealing with values violations.  

“You are charging your own people interest!” Nehemiah was not afraid to address the values violation even in the midst of a very busy project.   

Some leaders ignore values violations, hoping that others won’t notice or that with time, the behaviors will improve. But serving leadership is not weak leadership! Serving leaders, like Nehemiah, Raise the Bar by addressing violations of values immediately and courageously. 

For further reflection and discussion: 

• What three or four values are essential to carrying out my vision?  
• How clearly does my team know these values? Do they understand what the values look like in everyday activities? Do they understand what behaviors are a violation of those values?  
• Are there ways my actions in the past week have violated any of the values I just listed? How does this impact my leadership?  

• What is my typical response when I observe values violations on my team? How does this impact my leadership? What do I need to do to strengthen my leadership in this area? Are there current conversations that I need to have to address values violations? When will I do this?  
• Read the story of Nehemiah and reflect on other ways that he demonstrated this action, Raise the Bar. (See especially the full context of chapter 5 and also his actions in chapter 10.) What do you observe from his life and in what way can you follow his example?     

Until next time, yours on the journey, 

Jon Byler 

In the next issue, we’ll examine how Nehemiah brought clarity about his mission.  

Finally, as a free gift to you, click here to download one tool to help you identify and define your core values. 

For more information about The Five Actions of Serving Leadership read the book, The Serving Leader, or visit www.CenterforServingLeadership.com.  

The Five Actions of Serving Leadership recognized and taught by Dr. John Stahl-Wert are universal actions that every great serving leader uses to build high performing teams. These actions work in every sphere of society and in all types of organizations.

In this series we’ll look at how Nehemiah demonstrated these five actions in rebuilding the wall in Jerusalem. The first action, Run to Great Purpose, focuses on clarifying and embedding the great purpose, or vision, into the organization.  Nehemiah developed a great purpose as he listened to the report of those who came from Jerusalem and spent time in prayer.   

³ They said to me, “Those who survived the exile and are back in the province are in great trouble and disgrace. The wall of Jerusalem is broken down, and its gates have been burned with fire.” ⁴ When I heard these things, I sat down and wept. For some days I mourned and fasted and prayed before the God of heaven. ⁵ Then I said:…. ⁸ “Remember the instruction you gave your servant Moses, saying,…. I will gather them from there and bring them to the place I have chosen as a dwelling for my Name’ (Nehemiah 1:3-8, portions, NIV).

Later, when Nehemiah traveled to Jerusalem, he spoke these words to the people:

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. (Nehemiah 2:17)

Nehemiah models how serving leaders Run to Great Purpose.

Serving Leaders Run to Great Purpose by addressing the importance.

Nehemiah mourned and wept over the condition of Jerusalem and was convinced that rebuilding the wall would make a significant difference for the nation. The broken wall was a sign of “trouble and disgrace” and God had promised to gather people in Jerusalem around His temple. Nehemiah’s vision to build the wall was inspired by issues that would make a difference in the world.  The vision was not about bricks and mortar, it was about removing disgrace and recapturing God’s purpose for the city. Some leaders fail to tie daily activities to a greater purpose. But serving leaders create a compelling vision that provides meaning for every aspect of the work.  Nehemiah might have said it this way: “You’re not just putting stones on top of each other, you are removing disgrace and restoring this city to its destiny!”

Serving Leaders Run to Great Purpose by articulating the need.

When Nehemiah addressed the people, his first words articulated the need of the moment, “You see the trouble we are in…”  There was a need for a wall, but the people had become so accustomed to walking past piles of rubble that they didn’t notice the need until Nehemiah pointed it out. Every organization exists to meet a need in the world. Some leaders fail to make the connection between the everyday activities of people and the need. But serving leaders articulate the need and connect it to the great purpose.

Serving Leaders Run to Great Purpose by appealing to emotion.

In his appeal Nehemiah says, Come, let us rebuild the wall of Jerusalem, and we will no longer be in disgrace.  As he mentions disgrace Nehemiah is appealing to their hearts and emotion. He recognized that until peoples’ emotions were engaged, they would not devote themselves to the hard work of building the wall. This is not an emotional plea, but an appeal to the emotions. Some leaders deliberately avoid emotions and assume that work is all about the task. But serving leaders recognize that emotions are a key factor in motivation. They find ways to touch the hearts of the people they serve and connect their emotion to the great purpose.  

For further reflection and discussion:

• What is the great purpose of my organization? Is it clearly stated and understood by everyone? Does the work of every person in the organization help us accomplish that great purpose? How do I communicate with every person how their actions help us accomplish the great purpose?
• What need does my organization meet? What difference would it make if we were not in existence? Have I deliberately articulated that to everyone in the organization?
• Do I see emotions as important for the work we do as an organization or have I viewed emotions with suspicion? What difference does this make in my leadership? How can I deliberately link an individuals work with their emotions?
• Read the entire story of Nehemiah and reflect on other ways that he demonstrated this action, Run to Great Purpose. What do you observe from his life and in what way can you follow his example?        

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how Nehemiah used values in his leadership.

Finally, as a free gift to you, click here to download one tool to help you put this action into practice in your organization. For more information about The Five Actions of Serving Leadership read the book, The Serving Leader, or visit www.CenterforServingLeadership.com.

The first recorded action of Barnabas was one of extreme generosity.   

³⁶Joseph, a Levite from Cyprus, whom the apostles called Barnabas (which means “son of encouragement”), ³⁷sold a field he owned and brought the money and put it at the apostles’ feet (Acts 4:36-37, NIV). 

Barnabas sold a field he owned and gave the money to the church leaders. He was not the first of the believers to do this (see Acts 4:34), but his name is the first one mentioned in this regard. His action seems to have inspired Ananias and Sapphira to also sell their land (see Acts 5:1-11) but their heart and motives were entirely opposite to those of Barnabas.  The generosity of Barnabas demonstrates traits that all serving leaders do well to imitate.  

Generosity serves by demonstrating sacrifice. 

Barnabas sold the field he owned. This property was likely at his home in Cyprus and perhaps his family inheritance. He likely needed to travel home and then bring the money back to Jerusalem. In any case, in addition to giving the value of the property he gave time and energy. His act of generosity was a sacrifice and reflected the posture of his heart to give. Many leaders are in leadership for what they can get out of the role whether financial gain, prestige, or power. 

But serving leaders sacrifice their own desires and needs to serve those they lead. At times, like Barnabas, this may be a financial sacrifice. But many times, serving leaders sacrifice time and energy or other resources for those who follow. True generosity always demands costly sacrifice.  

Generosity serves by demonstrating sympathy.   

Barnabas was moved to generosity by the needs in the community. There were people who had needs and he had sympathy and compassion for them. He was not looking down on others, but he was looking out for others. His act of generosity shows his heart of sympathy for the needs of others more than his own needs. He recognized that he had possessions that were not intended only for his use but to bless others.  

Many leaders see others as the means to an end, people that can help accomplish the goal or the vision of the organization. But serving leaders do not see ‘workers’ or ‘members’ but they see human beings with their own dreams, passions, and desires. They look at others and see opportunities to bless and encourage. Because serving leaders focus their heart outward, they respond to these needs with sympathy and compassion. They recognize that they have been entrusted with gifts and resources that are intended to flow through them to others.  

Serving leaders give generously to those with genuine needs because they truly care about others and sympathize with their needs.  

Generosity serves by denying self.    

Barnabas sold his land and “brought the money and put it at the apostle’s feet.” In this gesture he gave up the right to determine what happened with his contribution.  The apostles would decide how it would be used in the early church. He wasn’t generous to receive praise. While it’s natural to want others to recognize our good deeds, Barnabas denied himself in this act. His act of generosity shows the focus of his heart which was on others rather than self.  

Many leaders consider being as generous as Barnabas but want to make sure that their name will be announced in the list of donors. Others act with generosity but want to control the outcomes or determine the way others should receive their gift. But serving leaders deny themselves and generously release power to others.  

For further reflection and discussion: 

• How does the generosity of Barnabas challenge me as a leader? What action can I take this week to be more like him?  
• When I give, is my generosity sacrificial or do I usually give only what I don’t want or use anyway? What steps could I take to be more generous?  

• How do I see others on my team? Do I view them as persons who are there to help accomplish my vision or do I see them as humans of equal worth as myself, with their own dreams, desires, and difficulties? How does my view of others impact my leadership?  
• Reflect on a time when you gave finances or tangible items to others with these questions. Was I able to give without any need for recognition or appreciation? Was I able to release control of the gift fully to the recipient or did I maintain power in the transaction? What do my actions reflect about my heart?  
• Read Acts 5:1-11, the account of Ananias and Sapphira who also sold their property. In what ways did their generosity contrast with that of Barnabas?  

Until next time, yours on the journey, 

Jon Byler 

In the next issue, we’ll examine how Barnabas served with a team.  

We have already seen that Boaz was a man of great character. His heart to serve directed his actions as he treated others well, honored the weak, gave generously and kept his word. In this final issue we’ll reflect on how Boaz served by making things happen.

¹ Meanwhile Boaz went up to the town gate and sat down there just as the guardian-redeemer he had mentioned came along. Boaz said, “Come over here, my friend, and sit down.” So, he went over and sat down. ² Boaz took ten of the elders of the town and said, “Sit here,” and they did so. ³ Then he said to the guardian-redeemer, “Naomi, who has come back from Moab, is selling the piece of land that belonged to our relative Elimelek (Ruth 4:1-3, NIV Read the whole chapter to get the whole story).

All leaders are people of action; they make things happen. Boaz illustrates how serving leaders make things happen in ways that focus on others.

Serving leaders make things happen by taking initiative.

After Ruth’s late-night visit to Boaz her mother-in-law told her, “Wait, my daughter, until you find out what happens. For the man will not rest until the matter is settled today” (Ruth 3:18). Just as Naomi suspected Boaz took initiative right away. Boaz went to the town gate where business was transacted. He arrived at the right time and was ready to act as soon as his relative arrived. He called for the meeting and set the agenda clearly. Boaz was doing what leaders do well, taking initiative to make things happen. But why was he doing this? He was responding to a request from Ruth, a widow. As a relative he had a cultural responsibility to help Ruth who was in need. Although he would ultimately gain a wife from his initiative his actions were not selfish. Serving leaders take initiative to make things happen but they do it from a heart that focuses on others more than themselves.

Serving leaders make things happen by taking risks.

The role of the redeemer was risky. The relative was expected to acquire the property of the person who had died, but also to marry the widow. The children from this relationship would be considered as belonging to the deceased man which potentially divides the redeemer’s estate. Boaz presented the situation to his relative knowing that this man was first in line to redeem Naomi’s property. If the relative took the offer, Ruth and the property would go to him instead of Boaz. Boaz was willing to take the risk while the relative was not. Again, he was willing to do what leaders do, take risks to move forward. But serving leaders, like Boaz, take risks that benefit not only themselves but also those they serve.  

Serving leaders make things happen by taking responsibility.  

When the relative declined to act, Boaz was ready to assume responsibility.  ⁹ Then Boaz announced to the elders and all the people, “Today you are witnesses that I have bought from Naomi all the property of Elimelek, Kilion and Mahlon. ¹⁰ I have also acquired Ruth the Moabite, Mahlon’s widow, as my wife, in order to maintain the name of the dead with his property, so that his name will not disappear from among his family or from his hometown. Today you are witnesses!” (Ruth 4:9-10). All leaders make things happen by taking responsibility. Boaz, as a serving leader, took responsibility that was focused on others, not himself. Serving leaders step up and take responsibility that benefits others.

The life of Boaz serves as a model to all serving leaders. He was a man of “standing” whose leadership actions flowed out of his heart to serve. Follow his example with those you serve today!

For further reflection and discussion:

• Skim the four chapters of Ruth looking for other indications of how Boaz made things happen. What do you observe? In what way can you learn from his example?
• What was one of the last significant initiatives I took to make things happen? Was it primarily focused on my interest and benefit or on others? What does this say about my heart condition and how does this impact my leadership?
• In what way can I take risks that benefit others in my current role? Am I inclined to take too much or too little risk? How does this impact my leadership?
• Is there an area of my leadership in which I have declined to take responsibility, perhaps fearing what it would cost me? How does the example of Boaz invite me to move forward?

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll begin a series on questions serving leaders ask!  

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We have already observed that Boaz was a “man of standing.” His character shaped his leadership actions in the way he treated others well and in the way he treated the weak. His generous giving also reflected his character. Twice in the story Boaz gave generously to Ruth.  

¹⁴ At mealtime Boaz said to her, “Come over here. Have some bread and dip it in the wine vinegar.” When she sat down with the harvesters, he offered her some roasted grain. She ate all she wanted and had some left over. (Ruth 2:14, NIV).  

¹⁵ He also said, “Bring me the shawl you are wearing and hold it out.” When she did so, he poured into it six measures of barley and placed the bundle on her. Then he went back to town. (Ruth 3:15).  

Boaz shared his meal with Ruth in the field and later gave her a generous gift of grain, as much as she could possibly carry! And Ruth was not the only person who benefited from his heart of generosity. There were others also who enjoyed the meal with Boaz and other women who were working in the field. Boaz was able to give generously because his heart was focused on serving. His generosity is an example to all serving leaders.  

Serving leaders give generously as they focus on others instead of themselves.  

As Boaz sat down to his meal, he could have simply thanked God that he had food. But he looked around and saw that Ruth had nothing to eat. So, he shared generously with her, giving his best, not the leftovers. His focus was not on his own needs but on the needs of others.  Many leaders focus on themselves as they lead. They think about their own goals, their own agenda and see others as a means to help them accomplish their ends. But serving leaders look at their role as an opportunity to serve those they lead. They focus on others before themselves. Their focus is outward not inward.  

Serving leaders give generously as they focus on giving instead of getting.  

Boaz owned the field and rightly expected a harvest. But his focus was on giving instead of getting. He saw the grain as something that would not only meet his needs but allow him to give to others like Ruth. He likely knew that givers also receive in return, but his motive was simply to give out of a generous heart. Many leaders are in roles of leadership for what they can get out of it. This may be financial rewards, prestige, a sense of control or a love of power. But serving leaders lead to give. They don’t measure success by what they get but rather by what they can give. Their focus is giving not getting.  

Serving leaders give generously as they focus on abundance instead of scarcity.  

Boaz did not look at his harvest and think that giving would bring loss to him. He did not think that sharing his lunch would make him go hungry. He had a mindset of abundance. He recognized that there is enough for all and that sharing brings blessing instead of scarcity. Little did he know at this point that he would gain a wife and a place in Israel’s history from his generosity. But Boaz had already learned that leaders who give also gain. Many leaders find it difficult to give because they see resources as scarce. They think that if they give, they won’t have enough for themselves. These leaders only give if they feel that they have more than enough. Leaders with this mentality seldom get enough to give! But serving leaders see a world of abundance. They find blessing in giving and experience the joy of receiving as well. Their giving inspires others to give, and the world begins to flourish in beautiful ways. Their focus is on abundance, not scarcity.  

For further reflection and discussion: 

• Skim the four chapters of Ruth looking for other indications of how Boaz gave generously. What do you observe? In what way can you learn from his example?  
• Am I in leadership because of what I want to get or because of what I want to give? In what way have my actions in the past week reflected this condition of my heart?  
• When I measure success is it based on what I get from my leadership or on what I am able to give? What is a practical way I can use my role to give more generously? What things other than physical resources can I give?  
• Is my focus primarily on abundance or scarcity? How does this impact my generosity? What can I do to increase my focus on abundance?  
• What do I have to give? (Think of something tangible that you can give to someone. This may be an item you own, a gift of time, a financial contribution to someone in need, etc. Find something that you can do to give. Then reflect on what it does to your heart.)  

Until next time, yours on the journey, 

Jon Byler 

In the next issue, we’ll examine how Boaz served by keeping his word.  

As we saw in the last issue Boaz showed his heart towards his workers, strangers and family by treating them well. But in his actions towards Ruth, his character is more fully revealed in the way he showed honor to her, a person with no standing in the society. The greatest test of leadership is not in how a leader treats their superiors or their peers but in how they treat those under them, especially those who are considered weak.  Ruth, by all external measures, was a weak person with very little hope in life. She was a foreigner, she was a widow, she was poor, and she was childless! But Boaz honors her and shows all serving leaders how to relate to the weak in their circles of influence.

Serving leaders honor the weak by seeing them as people.

¹³ “May I continue to find favor in your eyes, my lord,” she said. “You have put me at ease by speaking kindly to your servant—though I do not have the standing of one of your servants.” ¹⁴ At mealtime Boaz said to her, “Come over here. Have some bread and dip it in the wine vinegar.” When she sat down with the harvesters, he offered her some roasted grain. She ate all she wanted and had some left over (Ruth 2:13-14 NIV). Boaz recognized that beneath the tattered dress there was a person of worth. He saw Ruth, not as a needy widow, but as a person created in the image of God! She was nervous but she put him at ease! They shared a meal together; he served her food instead of asking her to serve him. He treated her kindly. Serving leaders do not judge the value of a person by their status or ability. They look into the eyes of every person and see an image bearer of God. Serving leaders treat the weak as fellow human beings.

Serving leaders honor the weak by restoring their dignity.

  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.” ¹⁷ So Ruth gleaned in the field until evening. Then she threshed the barley she had gathered, and it amounted to about an ephah (Ruth 2:15-17).

Ruth needed help, she was poor and hungry! She and Naomi had no land and no way to harvest a crop. Many leaders would rush to meet the need with a generous gift. But Boaz doesn’t give the food to Ruth!  Instead, he provides a safe space for her to work for the grain. He makes it possible for her to do her part to earn the food. She was able to walk home in the evening with her head held higher. Boaz restored her dignity. Serving leaders are eager to help but they do it in ways that allow the recipient to recover their dignity.   

Serving leaders honor the weak by lifting people.   

 In all that Boaz did with Ruth, he was in a posture of lifting her up. Many leaders scorn the weak or push them down, demeaning them with labels of “lazy, incompetent, disfigured, worthless” etc. It is easy for leaders to crush the weak. But everything Boaz did with Ruth, including marriage in the end, was to lift her up. He treated her as a person, restored her dignity, and helped her to earn her daily bread. He avoided handouts but offered a hand up. His marriage to her showed his willingness to elevate Ruth to equal status with him in the society. He did not marry someone “beneath” his status, he lifted a beautiful person up to his level! Serving leaders are lifters of others. They especially find ways to lift the weak, providing opportunities for them to grow and develop. They serve the weak by seeing them as people, restoring their dignity and lifting them up.  

For further reflection and discussion:

• Skim the four chapters of Ruth, especially chapter 2, looking for other indications of how Boaz honored the weak. What do you observe? In what way can you learn from his example?
• What is my attitude towards those who are “weak’’? Do I treat them with less respect than my peers or superiors? Is there any person or group of people that I see with disdain? In what way is this an indication of my heart?
• Who are the ‘weak’ in my organization or community? What can I do to see them as people? What can I do to help them recover their dignity? How can I lift them up? What is the difference between a “handout” and a “hand up”?
• How am I tempted to “help” people in a way that decreases their sense of dignity? What can I change to provide help that builds people up?

Until next time, yours on the journey,

Jon Byler

In the next issue, we will look at how Boaz served by giving generously.

We already observed that Boaz was a man of standing. Who he was on the inside influenced all we can see on the outside. In the remaining issues of this series we will look more closely at five actions of serving that illustrate his heart and character. First, we’ll look closely at how Boaz treated others.  

We often judge a leader by his/her accomplishments. What did they do? What goals were reached? What actions were taken? These are valid questions, but Boaz calls serving leaders to use different standards for measurement. Let’s look more closely at how Boaz treated several groups of people and what serving leaders can learn from his example.  

Serving leaders treat their workers well. 

 ⁴ Just then Boaz arrived from Bethlehem and greeted the harvesters, “The Lord be with you!” “The Lord bless you!” they answered (Ruth 2:4, NIV). These are the first words we hear from Boaz, words of greeting. His first words were of blessing and affirmation, showing his respect and relationship with them. He was the boss, the owner, the employer, the founder of the enterprise. But Boaz didn’t check their production level before he connected with their hearts. And their response showed that the respect was mutual. Many workers look away when the boss appears, fearing his reprimand or disapproval. Boaz teaches serving leaders that treating workers well is the best approach to relationships. Treating people well will also lead to better production! But serving leaders treat their workers well, not because of any anticipated results, but because it is the right thing to do!  

Serving leaders treat strangers well. 

⁵ Boaz asked the overseer of his harvesters, “Who does that young woman belong to?” ⁶ The overseer replied, “She is the Moabite who came back from Moab with Naomi.  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. And whenever you are thirsty, go and get a drink from the water jars the men have filled.” (Ruth 2:5-6, 8-9). At this point in the story Ruth is a stranger to Boaz, a person he has never met. Some leaders would ignore the stranger. Others might make sure the stranger is removed from the property. But Boaz takes time to find out who she is and then promptly finds a way to serve her! He does not seek to bring her into his team to accomplish his goals; he finds a way to help her meet her goals. Serving leaders see strangers as new opportunities to serve!  

Serving leaders treat their family well. 

Near the end of the story of Ruth we get a glimpse of how Boaz interacted with his extended family. ¹ Meanwhile Boaz went up to the town gate and sat down there just as the guardian-redeemer he had mentioned came along. Boaz said, “Come over here, my friend, and sit down.” So he went over and sat down (Ruth 4:1).  

In many ways, this relative was a competitor. As the guardian-redeemer he had first claim over the land of Naomi and the widow Ruth whom Boaz now wanted to marry. But Boaz calls him “my friend….” They have an amicable discussion which ends in Boaz being blessed to marry Ruth. Boaz serves his family well by avoiding a division of relationships. He balances his own interests with those of his family and everyone leaves on friendly terms. Serving leaders treat their families well honoring the relationships above their own interests.  

For further reflection and discussion: 

• Skim the four chapters of Ruth looking for other indications of how Boaz treated people. What do you observe? In what way can you learn from his example?  
• What happens in my leadership space when I arrive? Do people welcome my presence or look away? How can I focus on those I lead as people rather than objects to accomplish my vision?  
• How do I tend to view strangers? Do I see them as distractions? As potential helpers for me? Or, do I see them as new opportunities to serve? What stranger have I met in the last week and what might God invite me to do to serve them?  
• Read again the account of how Boaz, a single man, interacted with his extended family in Ruth 4:1-12. What more do you learn from his example?  Why might it have been hard for Boaz who was eager to get married to treat his potential rival respectfully? Who in my family do I struggle to serve? What can I do this week to honor them?  

Until next time, yours on the journey, 

Jon Byler 

In the next issue, we’ll examine how Boaz served by honoring the weak.  

As we enter the Christmas season let’s look at one of the most influential couples in history, Mary and Joseph. Both were great servant leaders and as a couple they were powerfully used of God to shape our world. In this issue, we’ll look at Joseph and how he led as a servant leader. (Read his story in Matthew 1-2 and Luke 2.)

Joseph connected with God.

It is clear that Joseph’s relationship with God was strong. On at least four different occasions in the Christmas story God spoke to Joseph through dreams. He listened well and obeyed quickly each circumstance. We know Joseph also obeyed God as he took Jesus to the temple soon after the birth and when Jesus was twelve years old. When Joseph and Mary had done everything required by the Law of the Lord, they returned to Galilee to their own town of Nazareth (Luke 2:39). Servant leadership flows out of union with Jesus. It is that relationship which makes servant leadership different from all other forms of leadership. Joseph reminds us to keep our relationship with God strong and active.

Joseph controlled himself.

The first indication of Joseph’s leadership is indicated with the words “Joseph her husband was a righteous man” (Matthew 1:19). Joseph’s character was his primary strength. Servant leadership starts on the inside and flows outward. Character matters! Joseph’s character is reflected in the way he controlled himself in two areas. First, Joseph controlled his tongue; he was a man of few words. In fact, we don’t have a single recorded word that Joseph spoke! This is not to imply that servant leaders should not speak, but it is a strong reminder that the number of our words does not necessarily increase our influence! His actions spoke louder than his words. A second evidence of the fruit of self-control in Joseph’s life is reflected in the biblical account, “When Joseph woke up, he did what the angel of the Lord had commanded him and took Mary home as his wife. But he had no union with her until she gave birth to a son” (Matthew 1:24-25). Joseph was ready to be married and to enjoy the physical beauty of that relationship. But he controlled his passions and challenges each of us as servant leaders to look at our own lives to see if we are self-controlled. In our physical appetites, our sexual desires, the exercise of our bodies, our emotions, and the use of our tongue we are called to be self-controlled like Joseph.

Joseph cared about others.

When Joseph discovered that his fiancée was pregnant, I’m sure he was deeply hurt. But his response showed a deep care and compassion for Mary. Because Joseph her husband was a righteous man and did not want to expose her to public disgrace, he had in mind to divorce her quietly (Matthew 1:19). Joseph did not focus on his disappointment; he was concerned for Mary. Joseph’s focus was outward, not inward. He reminds us that servant leaders do not respond to pain by inflicting pain on others. Instead they absorb that pain and respond in love. Joseph also showed his care for others as he raised Jesus like his own son although he was not biologically the father. Servant leaders are called to shepherd with love those entrusted to them and they reach outside their own natural circles to embrace others with the love of God. That’s the story of Christmas!

Joseph soon faded into the background; we hear very little about him after the Christmas story. But he reminds us that servant leaders are not concerned about becoming famous, they simply walk with God in humble obedience and love others. This Christmas season, the world can use a couple more servant leaders like that. Will you be one?

For further reflection and discussion:

• Read all of Joseph’s story in Matthew 1-2 and Luke 2. What else do you learn from his example?
• Reflect on your relationship with Jesus. Do you listen well? Do you obey quickly? In what way does your leadership flow out of this relationship?
• Reflect on your tongue. To what extent is your tongue controlled? Do you speak too little or too much? Is your tongue building and encouraging others or discouraging them?
• Consider the following areas of your life and evaluate the extent to which each is appropriately under control: physical body, thought life, sexual appetite, use of time, temper/anger, emotions, and finances. Is God inviting you to make changes in any of these areas?
• In what ways has your leadership this week reflected love for others? Is there someone outside your natural circle of relationships that God is inviting you to show love to this Christmas season?

Kings are usually known for their acts of bravery and courage, the pomp and splendor of their wealth, and their use or abuse of their absolute authority. But the story of David’s relationship with Mephibosheth paints an amazing story of a king leading with kindness. The account in 2 Samuel 9 is one of the most remarkable leadership stories in scripture. Mephibosheth was the crippled son of Jonathan, the grandson of King Saul. David, in an amazing picture of kindness, brings this cripple to live in the palace and daily eat at his own table with his own sons. What does David’s life teach servant leaders about kindness?

Kindness is purposeful.

David asked, “Is there anyone still left of the house of Saul to whom I can show kindness for Jonathan’s sake?”(2 Samuel 9:1). David’s act was deliberate; he was not responding to a need brought to his attention. Instead, he looked for someone to receive kindness! Kindness, especially for those in power, is not an automatic response. Leaders naturally look for those who are strong and who can help fulfill their vision, but David looked for someone in need of kindness. He wanted to honor his friendship with Jonathan who was now dead. Saul’s family had been wiped out in the battles, which brought David to the throne. He didn’t even know if he would find any survivors and certainly didn’t expect to find a lame man. But he took the initiative to look. Servant leaders create opportunities to show kindness to others.

Kindness is personal.

So Mephibosheth ate at David’s table like one of the king’s sons (2 Samuel 9:11). David’s kindness to Mephibosheth was intensely personal. His motive was to express kindness to someone from his dear friend Jonathan’s family who was now on the outside of the circle of power. Not only was his motive personal, David’s actions were very personal. He literally brought Mephibosheth into his own private space and treated him as one of his own sons. David could easily have given Mephibosheth a one-time gift and sent him away, but he did far more than that. Mephibosheth felt like an outcast and saw himself as “a dead dog.” David’s kindness to Mephibosheth was more than a handout; it restored dignity and purpose to his life. He ate with the king! Servant leaders recognize that kindness is about relationships with real people. Kindness brings people into the leaders circle and values even those who cannot contribute to the vision.

Kindness is costly.

And Mephibosheth lived in Jerusalem, because he always ate at the king’s table; he was lame in both feet (2 Samuel 9:13). This act of kindness was costly to David in many ways. Although David enjoyed great wealth, this act of kindness was quite costly. He gave away all of Saul’s land, he provided a home for Mephibosheth in Jerusalem, and fed him daily! But this act cost David more than money. He took a risk to bring into the palace an heir to Saul’s throne and a former enemy of the nation who was not from the ruling tribe. His security guards were likely not pleased to have this man at the King’s table! Others may have whispered quietly that having a cripple at the table was another act far below the dignity of a king. Whatever the cost, David showed kindness and demonstrates to servant leaders that power does not need to rob us of our capacity to show love to the weak.

David’s kindness to Mephibosheth is a beautiful picture of what God has done to each of us: accepting us in our weakness and bringing us to His table as sons and daughters. Servant leaders receive this with gratitude and pass it on to others, especially to those who are weak.

For further reflection and discussion:

Read the entire story of David and Mephibosheth in 2 Samuel 9 and then reflect on the following questions.

• What does it mean for me to be purposeful in expressing kindness?
• How do I view people who are considered ‘weak’ in my community, the poor, the physically disabled, the uneducated, those with no voice? How might God want me to use my leadership to reach out in kindness?
• Do I sometimes express kindness from a distance, like giving money to a cause instead of getting personally involved? If so, how is God inviting me to be personal in my kindness?
• What price am I willing to pay for an act of kindness? What does this reveal about my heart and what is God inviting me to do in response?