In the previous series we looked at what Paul did as a serving leader to develop his leadership pipeline. Our primary focus was on what Paul did to help Timothy grow in leadership. In this series we’ll flip the focus to Timothy and look at what he did that helped develop his leadership capacity. Although we don’t have any recorded words of Timothy, his life is a model for us in learning how we can grow and develop our own capacity and how we can encourage the heart and actions of Timothy in those we lead. Consider Paul’s words to him about learning:

¹⁴ But as for you, continue in what you have learned and have become convinced of, because you know those from whom you learned it, ¹⁵ and how from infancy you have known the Holy Scriptures, which are able to make you wise for salvation through faith in Christ Jesus (2 Timothy 3:14–15, NIV).

At the heart of Timothy’s leadership journey was his lifelong passion to learn and grow.  His life is an example to all serving leaders.

Timothy acknowledged the priority of learning.

Timothy was likely only a year or two old in his new faith when Paul requested him to join the team. He was young and inexperienced, and he realized that he had a lot to learn. He would spend the next season of life with Paul who was already an effective leader. But Timothy recognized that Paul’s training would only be effective if he was a willing learner.  

Some leaders are content to learn enough to get the job done, but they don’t have a hunger to learn more. They see learning as only a tool to accomplish a task or achieve a specific goal. But serving leaders see the priority of learning and begin a life-long pursuit of growth so that they can influence and serve more people. They recognize that their growth will also impact the growth of those around them.  And serving leaders know that unless they grow and develop themselves, they cannot effectively grow and develop others.

Timothy accepted the process of learning.

Timothy accepted the reality that his learning would be a process. It began by choosing the right people to learn from. “…because you know those from whom you learned it.”  Timothy watched Paul’s life carefully, but he also learned much from his mother and grandmother. (See 2 Timothy 1:5). Timothy recognized that the learning process would be continuous. “…continue in what you have learned…” Timothy was now a seasoned leader on his own. But he wanted to continue growing. He realized that this would be a lifelong process.

Some leaders try to take shortcuts in the learning process and only pursue more growth when they face an obstacle they can’t overcome. But serving leaders choose continued growth knowing that the price they pay is worth the effort.

Timothy acquired the product of learning.

As Paul observed Timothy’s life at this stage, he recognized that Timothy had acquired a deep conviction from his learning.  “…you…have become convinced…”  Timothy began his journey uncertain and inexperienced, but over time, as he learned and grew, he developed confidence. This confidence was not arrogance, but a settled conviction that he was ready and able to lead others. This confidence grew out of the continuous learning journey that he had pursued all his life.

Some leaders never acquire confidence in their gifting, calling and capacity and are unable to genuinely serve others. Without confidence they assert power and use their position for themselves. But serving leaders acquire confidence through a lifetime of learning and release power and authority to those they serve.

For further reflection and discussion:

• How hungry am I to grow as a leader? Is my hunger increasing or diminishing over time? How does this impact my leadership capacity?
• How can I develop a greater hunger to learn in my own life? What daily or weekly disciplines do I have that keep me growing? Who am I intentionally looking at as a person that helps me grow?
• Reflect on those you lead. What can I do to encourage them to develop a hunger for learning?  Am I doing my part to make learning accessible and expected for them?      
• In addition to the verses we used in this issue, consider the following verses from Timothy’s life: 1 Timothy 4:12, 15–16; 1 Timothy 6:20-21; and 2 Timothy 1:6, 13-14. What additional insights do you find from these verses about how Timothy was hungry to learn and grow?          
• In this series we are looking at the life of Timothy. It’s a great time to read through the two books in the Bible with his name, written to him by Paul. As you read, reflect on what Timothy did to grow as a leader and how his actions apply to your own growth. 

Until next time, yours on the journey,

Jon Byler In the next issue, we’ll look at how Timothy paid the price of leadership.

We have reflected on several deliberate actions that Paul took to develop his leadership pipeline strategically moving people from one level to the next in their capacity. One action that Paul continually practiced was encouraging those he wanted to develop. Consider these examples from his communication with Timothy:

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

Don’t let anyone look down on you because you are young, but set an example for the believers in speech, in conduct, in love, in faith and in purity (1 Timothy 4:12).

¹⁹ I hope in the Lord Jesus to send Timothy to you soon, that I also may be cheered when I receive news about you. ²⁰ I have no one else like him, who will show genuine concern for your welfare. ²¹ For everyone looks out for their own interests, not those of Jesus Christ. ²² 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 2:19-22).

We sent Timothy, who is our brother and co-worker in God’s service in spreading the gospel of Christ, to strengthen and encourage you in your faith (1 Thessalonians 3:2).

Paul provided Timothy with both private words of encouragement and public affirmation of his gifts and calling. He understood that encouragement results in better leaders and his example shows serving leaders what encouragement produces.

Encouraging leaders produces growth in others.

Paul encouraged Timothy to grow and develop, to “fan into flame” the gifts that he had. Imagine the impact it had for Timothy to hear from Paul that he had a gift within him. An emerging leader often does not even imagine their leadership capacity and it takes someone else to point out their gifts. When an established leader points out the gifts of an emerging leader it is a great encouragement and provides a desire to grow. Paul also called forth what was to become a flame, likely only a tiny spark at the time. But Paul focused on what Timothy would become. What a motivation to grow and develop! Some leaders point to their own gifts but serving leaders highlight the gifts of those they lead. As they do they develop leaders who are growing.

Encouraging leaders produces confidence in others.

As Paul encouraged Timothy, he became a strong leader that “proved himself.” Paul’s public encouragement of Timothy’s strength must have inspired confidence in him. What a confidence builder to know that a mature leader believes that I can do this!

Some leaders believe that pointing out the weaknesses of others will help them become strong. Serving leaders don’t ignore weaknesses, but they encourage and affirm signs of positive growth. And as they encourage, serving leaders build confident leaders.

Encouraging leaders produces reproduction in others.

Paul encouraged Timothy and it is not surprising that Timothy would “strengthen and encourage” the believers in Thessalonica. Encouragement cascades from one leader to another.

Some leaders think they can reproduce leaders by training. But serving leaders reproduce by their example, they model the way. They recognize that leadership is more often caught than taught. So they encourage, and reproduce encouragers!

Do you want growing, confident and reproducing leaders? Lead with encouragement!

For further reflection and discussion:

• Would those who follow me describe me as an encouraging leader? Why or why not?
• Do I more easily offer private words of encouragement or public words? What step can I take to balance both?
• Which person who follows me would I like to encourage? (When you have identified that person answer the following questions about him/her.)
• What gifts do I see in that person?
• What will these gifts produce in the future?
• How can I communicate this privately?
• How can I communicate this publicly?
• When will I do this?

Until next time, yours on the journey,

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

Paul deliberately called a team of emerging leaders around him and they traveled together, learning and developing as they journeyed from one place to another. As we observed in the previous issue there was a time of sending Timothy and others out and back again, stretching and expanding their leadership capacity.   

But later, Timothy had grown and matured as a leader. He likely was imprisoned for some time (see Hebrews 13:23) and then released. Now Paul sent him to Ephesus to be the pastor at that church.

As I urged you when I went into Macedonia, stay there in Ephesus so that you may command certain people not to teach false doctrines any longer (1 Timothy 1:3, NIV).

What was happening regarding Paul’s leadership pipeline? He had chosen Timothy, shown him how to lead, empowered him and stretched him. Now it was time to release Timothy to do the work he had been trained to do. This time Paul sent him alone for a longer-term assignment. Timothy was ready for a new role and Paul released him to do this work. Church history names Timothy as the bishop of Ephesus. Serving leaders observe from Paul what happens when leaders are released to new roles.

Releasing leaders develops capacity.     

Up to this point in Timothy’s growth and development he was learning leadership with Paul or with others on the team. Now Paul released Timothy to work on his own as another step to multiply leaders for the work. As Paul released Timothy to work in Ephesus he could also send Titus to do similar work in Crete (see Titus 1:5).  Paul strategically developed personal capacity and capacity on his team by releasing leaders to work on their own.

Some leaders stunt the growth of those under them by failing to fully release them to work on their own. But serving leaders realize that every developing leader will need to be released at some point to fully develop their own capacity. This does not mean leaving them alone as we will see in the next issue, but it does mean releasing them to do the work.

Releasing leaders develops competence.   

After years of training under Paul, Timothy is now in charge of the church Paul planted. All that he had learned over these years would now be sharpened and refined because he was in charge. He would hear from Paul occasionally through letters, but he had to make decisions and work with people. He was now the leader. There’s nothing like being in charge to develop competence as a leader!

Some leaders try to develop competence through training or lectures. There is certainly a place and time for that, but serving leaders realize that there is also a time to release a leader to fly on their own.

Releasing leaders develops confidence.  

Paul’s deep trust in Timothy helped develop Timothy’s confidence.  Imagine Timothy arriving at Ephesus, this time not as a companion of Paul but as the leader of the church. The first time someone called him “pastor” he likely wondered if they were talking to the wrong person! Paul wrote later and encouraged him not to let others look down on him because he was young (1 Timothy 4:12). But as Paul released Timothy into this role, he gained confidence in his own gifting and calling to do the work. Some leaders fail to release because they are not confident others can do the work. Serving leaders develop others until they can be released and inspire confidence in them as they do so.

For further reflection and discussion:

• Am I usually too quick to release leaders or too slow? What would those around me say in response to this question? What do I need to change to be more balanced in this area?
• What leaders am I currently developing and what is the next step in their growth? Which one(s) are ready to be released? (Reflect on what this means for each person).
• What specific steps can I take to develop confidence in those whom I have been developing, especially in those who I have or will soon release?

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how Paul developed his leadership pipeline by following them.

Serving leaders respect the authority of those over them but they also accept the authority invested in them. They recognize and accept that every legitimate leadership role brings with it the authority to carry out the expectations of that role. Paul spoke clearly about his authority as an apostle.

 So even if I boast somewhat freely about the authority the Lord gave us for building you up rather than tearing you down, I will not be ashamed of it (2 Corinthians 10:8, NIV).

Paul had a clear understanding of his authority and accepted it as a gift given to him by God to carry out the mission God had given to him. He helps serving leaders do the same.

Accepting authority acknowledges accountability.

 “the authority the Lord gave us…” Paul recognized that his authority came from God and therefore he was accountable to God for how he used this authority. What comes from God is good and should be used for His purposes. Many leaders, especially those who have been wounded in the past with abuse of authority or those who lead others who have been hurt in this way run away from authority and shrink back from exercising their authority. They are so concerned about misuse of authority that they miss using authority for its intended good.

Other leaders find it difficult to accept their authority because it seems like they are seeking power for themselves. But serving leaders recognize that all legitimate authority comes from God, and they are accountable to Him for how they use it. They also recognize that they are accountable to Him if they fail to use it! Serving leaders accept authority because they recognize that they are under authority.

Accepting authority allows focus. 

“the authority the Lord gave us for building you up rather than tearing you down…”  Paul was clear about the focus of his authority, it was to build others up, not to destroy them. The focus of authority is to benefit those who are being served by the one in authority. Many leaders have used authority to tear people down or to build their own kingdoms.

But Paul makes it clear that our authority is focused on others. Authority is intended by God to be a blessing to others. Serving leaders accept that and use authority as it was intended. They refuse to accept prevailing distrust of authority as an excuse to fail to use their authority. They are committed to do all within their power and authority to build others up. That is serving leadership.

Accepting authority activates confidence.  

Paul accepted his authority, and it gave him confidence in his role. His confidence could be seen as pride to the extent that he boasted about it and said boldly, “I will not be ashamed of it.”  He begins and ends this verse declaring his confidence in his authority. But the rest of his statements make it clear that he is not simply drawing attention to his significant role in the church. Paul’s confidence is based on his understanding of where authority comes from and the purpose for which it is given. When these issues are settled confidence is not pride or arrogance, it is simply an appropriate acceptance of what is. All leaders need confidence to lead. Their confidence inspires others to follow. Serving leaders accept their authority and have confidence as they use it for its intended purposes. They inspire others to follow as they accept that their role gives them authority to serve.  

For further reflection and discussion:

• How have past experiences with authority shaped my own view of my role? In what ways does the example of Paul encourage me to recognize and accept Godly authority?
• Do I see my authority as operating under God’s ultimate authority? How is this expressed in my leadership?
• Does my leadership most often build others up or tear them down? What examples can I give of how this has been demonstrated in the past week?
• How confident am I as a leader? In what ways is this related to how I see my own authority? What do I need to change to have the confidence that Paul expressed?

Until next time, yours on the journey,

Jon Byler In the next issue, we’ll examine how serving leaders use authority.

Leaders with a vision are always conscious of their need for resources to accomplish the vision. These resources may be finances, people, skills, or knowledge or other things. Leaders often begin the search for these resources outside themselves and begin to look around to meet the needs at hand. But serving leaders learn from the question God asked Moses, “What is that in your hand?”

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).

This exchange between God and Moses holds many insights for serving leaders and they do well to ask themselves the question, “What is in my hand?”

Serving leaders ask “What is in my hand?“ to discover resources.

Moses had a staff in his hand. It was an ordinary object that Moses walked with every day, but he did not even notice what it was. He may have assumed that everyone had a similar staff. But God asked him to notice what he had.

Serving leaders learn to ask themselves what they have at hand when they face a challenge or have a need. What experience do I bring to this situation? What resources do I have? Who do I know that could help? All of these questions allow resources to be discovered that might have been unnoticed. God took what Moses offered and used it to perform miracles.  Before looking beyond themselves for resources, serving leaders take a new look at what they already have. And as they offer these ordinary resources to God they find that they have enough!

Serving leaders ask “What is in my hand?“ to develop competence.

When the staff turned into a snake, Moses’ immediate response was to run away. But God asked him to pick the snake up, something Moses never dreamed he would be able to do. God wanted him to develop a new level of confidence and conquer his fear. Serving leaders ask “What is in my hand?” to stretch themselves to take on new tasks or responsibilities that they felt unprepared to do.

Serving leaders ask “What is in my hand?“ to diminish dependance.

Moses did not feel adequate for the task he was called to do. He felt that he was just a shepherd in the dessert with little to offer. He could have imagined that he needed much more than what was in his hand to lead. He saw himself as a person in need of a handout instead of having something to hand out. This sense of dependency cripples many leaders. But serving leaders look inward first. Before they ask “What do I need from you?” they ask “What’s in my hand that I can offer you?”  

For further reflection and discussion:

• Take 30 minutes to reflect on what is in your hand and write down your observations. What training, life experiences, financial resources, education, professional opportunities, etc. do you carry in your hand? What surprises you on your list that you did not previously see as a resource?
• What current situation seems challenging to me in my leadership? Reflect on what you have learned from Moses to apply to your own challenge. Are there things I have in my hand that could be used creatively to meet this challenge? Are there things I have previously experienced that can help me navigate this situation? Are there ways that God is inviting me to face my fears and develop competence in new areas?
• Do I tend to see myself as a person in need or a person who can help those in need? What impact does this have on my leadership?         

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at the same question serving leaders ask others, “What’s in Your Hand?”  

We have examined many ways in which servant leaders need to learn to be silent. But the most difficult time to remain silent is when we are personally attacked or accused of doing wrong. When this happens, our natural response is to defend ourselves, often loudly! Self-defense is often considered a universal human right. But when Jesus was on trial, He modeled a very different way.

⁵⁹The chief priests and the whole Sanhedrin were looking for false evidence against Jesus so that they could put him to death. ⁶⁰But they did not find any, though many false witnesses came forward. Finally two came forward ⁶¹and declared, “This fellow said, ‘I am able to destroy the temple of God and rebuild it in three days.’”  ⁶²Then the high priest stood up and said to Jesus, “Are you not going to answer? What is this testimony that these men are bringing against you?” ⁶³But Jesus remained silent. The high priest said to him, “I charge you under oath by the living God: Tell us if you are the Messiah, the Son of God”(Matthew 26:59-63). Jesus’ ability to remain silent in this situation is remarkable and has much to teach us about the power of silence in self-defense.

Silence in self-defense reveals humility. Jesus’ silence revealed a deep humility. The accusation they made against Him was a misrepresentation of what He had said in John 2:19. Surely Jesus would set the record straight! But He humbly remained silent, refusing to defend Himself.

Proud people argue their case, they defend themselves loudly. They cannot accept any accusation that makes them look bad whether they are right or not. But servant leaders demonstrate humility as they remain silent when wrongly accused.

Silence in self-defense reflects confidence. Jesus demonstrated remarkable confidence with His silence. He didn’t need to argue about His identity as the Messiah. He did not need to defend who He was. He knew who He was. His silence shouted that He had nothing to prove.

Silence in self-defense speaks more loudly than shouting and arguing. It reveals a deep confidence that I don’t need to prove I am right; I know I am right. Sometimes the strongest sound is silence. Servant leaders express confidence by keeping quiet when accused.

Silence in self-defense requires trust in God. The silence of Jesus while on trial shows that His trust was not in any human verdict that would condemn or release Him. He knew that only God would determine His destiny. Peter, only a few moments after Jesus’ silence, would vigorously defend himself (see Matthew 26:69-75). But years later as he recalled Jesus’ death said, “When they hurled their insults at him, he did not retaliate; when he suffered, he made no threats. Instead, he entrusted himself to him who judges justly” (1 Peter 2:23).Jesus’ silence influenced Peter who now challenges us to follow the example of Jesus.

Leaders who trust in themselves need to speak loudly and persuasively in self-defense. But leaders who trust in God’s judgment can quietly wait for His verdict. Servant leaders express trust in God when they remain silent in self-defense.

Is there ever a time to for a leader to speak up when accused? Jesus, right after this silence, was commanded by the high priest to speak. At that point He calmly spoke the truth about His identity. There are times when it is right to speak in defense of truth on our own behalf. But servant leaders only use this right after they have learned the painful discipline of silence. They cry out to God for wisdom to know when to speak and when to influence through silence.

Silent leadership speaks loudly in self-defense! Servant leaders move up by shutting up!

Until next time, yours on the journey,

Jon Byler

For further reflection and discussion:

• Am I humble enough to be quiet when wrongly accused? What is it within me that rises to defend myself?
• In what life situations have I kept quiet and simply trusted God to determine the outcomes? What was the result? If I have not done this, is there a current situation in which I should follow Jesus by keeping quiet?
• In what situations is it good for me to share a verbal defense of my actions? How do I know when it is the right time to talk and when to keep silent? What do I need to do before opening my mouth?
• Is there a difference between defending myself and defending others who are falsely accused? How do I determine the difference?

In the next series, we’ll look at choosing leaders God’s way.

Even after God answers the first three questions, Moses is not willing to go. Moses said to the LORD, “O Lord, I have never been eloquent, neither in the past nor since you have spoken to your servant. I am slow of speech and tongue.” The LORD said to him, “Who gave man his mouth? Who makes him deaf or mute? Who gives him sight or makes him blind? Is it not I, the LORD? Now go; I will help you speak and will teach you what to say” (Exodus 4:10-12).

This time Moses didn’t frame his reservation as a question. But the question he had was, “Will I be able? ” Moses was not sure that he would be able to have the impact he desired with the limitations he felt. Moses had already asked God, “Who am I?” and it seems that he was not fully persuaded that God’s answer was satisfactory. He still wonders, “Do I have the gifts I need? Can I speak well enough? Can I do it? Do I have what it takes to make an impact?” God’s answer gives all servant leaders direction when they question their ability. God points Moses back to who He is, not who Moses is. His answer allows servant leaders to find their confidence in God’s ability to make an impact.

Ability makes an impact when we appreciate God’s design.

Who gave man his mouth? Who makes him deaf or mute? Who gives him sight or makes him blind? Is it not I, the LORD? God was saying to Moses that it was He who created Moses and called him to do the task. Some leaders may claim to have the ability to do things on their own. Moses erred in the opposite direction. His claim to be unable was actually an insult to God’s design. Servant leaders acknowledge that their ability comes from God’s design. They work to develop gifts and skills, but they understand that God is the source. Servant leaders don’t claim to be ‘self-made.’ They acknowledge with appreciation the way God designed them to accomplish His call.

Ability makes an impact when we acknowledge God’s blessing.

God wanted Moses to understand that he was blessed with ability. He essentially tells Moses, “I blessed you with the ability to speak!” Acts 7:22 says that Moses was “powerful in speech.” Moses didn’t recognize this ability and felt inferior. God wanted Moses to acknowledge that He blessed him with a gift to speak. Many leaders recognize their gifts but don’t give God credit for them. Servant leaders are not proud of their abilities, but they are able to humbly acknowledge them as gifts. They accept their ability as God’s blessing, given to make an impact for God’s glory.

Ability makes an impact when we accept God’s help.

Moses still didn’t feel adequate for the task. So God says, “I will help you speak.” God offers to be a personal leadership coach for Moses! What an encouragement this must have been. Some leaders see their gifts and try to build confidence by repeating to themselves, “I can do this.” Servant leaders accept God’s assistance. Their ability does not come from self but from Him. They accept God’s assurance that “I will do this through you.” When they accept God’s help they make an impact in their world.

Servant leaders, like all leaders, may question their ability to make an impact. But they learn from Moses to rely on God’s ability instead of their own. They humbly acknowledge that God has given them gifts to accomplish the task. And they allow God to help them with what He has gifted them to do. Their focus on God’s ability allows them to make an impact.

For further reflection and discussion:

• In what areas of leadership do I feel inadequate? Are my feelings of inadequacy an insult to God’s design and call on my life? What is His design that makes me able to do what He has called me to do?
• With what gifts and abilities has God blessed me? Am I able to thank Him for these without being proud of self? How does God want me to use these gifts for His glory?
• What difference does it make for me to know that God will help me lead? In what specific areas right now do I need His help?

Moses had a life-changing encounter with God who appeared to him in the burning bush. God called Moses to become a leader and to bring the people out of slavery. “So now, go. I am sending you to Pharaoh to bring my people the Israelites out of Egypt" (Exodus 3:10). But Moses had some serious questions before he was willing to lead. His conversation with God takes two full chapters as he wrestles with God’s call. If Moses would have accepted God’s call right away, we would have two fewer chapters in the Bible! But we also would not have learned how to answer our own leadership questions. Moses raised 5 questions or objections to which he needed answers. These questions and objections of Moses are issues that every leader must face at some point in their leadership journey. In the next five issues, we’ll examine the impact of each question or objection.

First, Moses wrestles with his own identity. But Moses said to God, "Who am I, that I should go to Pharaoh and bring the Israelites out of Egypt?" (Exodus 3:11). Every leader faces the issue of identity. “Who am I? Am I adequate to lead?” It is easy to reflect on our past and find many reasons that we are not the right person to lead. We may feel that our education is not adequate or our experience is not enough. Moses teaches us that servant leaders need to know our identity before we are ready to lead.

Knowing my identity resolves inadequacy.

Moses did not see himself as adequate for the task. It was a huge job to bring a nation out of slavery. He was a shepherd in the desert and found his identity in tending sheep. Now God was calling him to step into a key leadership role. Leaders who see themselves as inadequate cannot move forward with confidence. Servant leaders learn to recognize that it is God who is adequate. When He calls they can move with confidence in His abilities.

Knowing my identity reduces insignificance.

Moses felt insignificant. “Who am I?” His assumption was that he was not the right person for the task. It was an enormous job that God was asking him to do. Yet, God had clearly chosen him to go to Pharaoh. Servant leaders recognize that God is the one who calls us to lead. He is the one who determines that we are the right person for the job. With this confidence, servant leaders are able to see themselves as significant because of God’s call, not their own abilities.

Knowing my identity releases insecurity.

At this point in Moses’ leadership journey, he was insecure. He felt all alone. Perhaps he reflected on his previous attempts to lead and recalled his failures. God responds to Moses with a promise, “I will be with you” (Exodus 3:12). Servant leaders learn to find their security in God’s presence with them.

It is interesting that God did not directly answer Moses’ question about his identity. He did not say to Moses, “You are a powerful leader.” Neither did He tell Moses to read a good book on leadership and learn to “believe in yourself.” Rather, God’s response focused on who God is. This is the key for servant leaders. If our identity comes from who we are, it will always leave us feeling inadequate, insignificant and insecure. But when our identity is based on who God is, we will have the confidence to move forward and do what He has called us to do. This identity produces a courage and strength that cannot be produced by self.

Moses understood this and moved immediately to his next question, “Who are you?” We will examine this question in the next issue.

For further reflection and discussion:

• How do I view myself as a leader? Are there ways that my leadership reflects a sense of inadequacy? Insignificance? Insecurity? What can I learn from God’s response to Moses about my identity?
• What is the basis of how I see myself? Is it rooted in myself or God? How does this impact my leadership?
• Do I lead with a clear sense of God’s call and His presence with me? If not, what needs to change?

When we meet a leader we quickly ask what position they hold but we seldom ask why they hold that position. King David had a healthy perspective on the place God had called him to serve as well as the purpose. “And David knew that the LORD had established him as king over Israel and that his kingdom had been highly exalted for the sake of his people Israel.” (1 Chronicles 14:2) David understood two things about his leadership that shaped the way he led and challenges each of us as servant leaders.

Servant Leaders lead in an appointed place.

David knew that “the LORD had established him as King.” He was a skilled leader; but acknowledged that it was not his skill that brought him to power. He was an anointed worshipper and loved God with his whole heart; but he understood that it was not his character that earned him his position of leadership. David recognized that it was God who called him to his role as king. He saw his position as the place God wanted him to serve. Since God called him to that place he could serve with confidence and resist the temptations many leaders face to be proud or to feel unworthy. Leaders who believe they are in a position because of their own skill are filled with pride and lead with a sense of superiority. Others may feel overwhelmed with a position that seems far above their capacity and lack the confidence to lead well. Servant leaders learn from David and find peace as they accept the place they serve as God’s call for their lives. Their confidence comes not from their own abilities but from their understanding of God’s plan for their leadership and in His ability to guide them. They readily acknowledge that God is the one who established them in their unique place.

Servant Leaders lead with divine purpose.

David also understood that the purpose of God for his position was “for the sake of his people Israel.” His kingdom was “highly exalted” and successful in many ways. But David realized that his leadership success was for a higher purpose. He was not a leader to make a name for himself or to build his own kingdom. He was not in a position of authority to accumulate wealth for himself or to impress others with his power. The people he led were not even his own people but God’s. The purpose of his leadership was simply to serve God’s people.

Many leaders think of their positions only in terms of what they desire to accomplish. Their vision and dreams become the guiding purpose of the leadership. Church leaders often begin their leadership with the goal of accomplishing God’s purposes, but lose that perspective as the work grows. The focus gradually shifts to becoming bigger and more prosperous. Business leaders can easily forget that God’s purpose for their leadership is larger than the profit/loss statement. Servant leaders reflect on the purpose of their leadership role and understand that it is not about them; it is all about accomplishing God’s purposes. This takes the pressure off of the leader. Leadership is no longer about my position or purpose, it’s all about Him! If He calls a leader to a high place, no problem! If He appoints another to serve in obscurity, the response is joyful obedience. In whatever place He calls, leadership is for His purposes and to serve His people. The results are no longer the measure of effectiveness and there is no need to compare the position to which He called me with anyone else’s position.

When we serve in the right place for the right purpose, our leadership, like David’s, is an act of worship!

For further reflection and discussion:

• Reflect on the position you hold. Do you lead with a sense that God has called you to this position or do you attribute your leadership to your own hard work and gifting? What difference does this make in the way you lead?
• Are you tempted more to feel that you are unworthy in your position or proud of your position? How does this impact your leadership? What changes is God calling you to make to follow David’s example?
• Think about the purpose of your position. If someone asked you why you were in that position, how would you respond? What leadership decisions have you made this week that reflect how you see your purpose as a leader?
• Do I view the people I lead as “my people” or “God’s people”? What difference does this make in the way I lead them?
• Write out your own statement of leadership using 1 Chronicles 14:2 as a guide. Make it personal. For example, “I know that God established me as [your position]…for the sake of …..”

After 40 years tending sheep in the desert God calls Moses to lead His people out of Egypt. God uses a burning bush to get Moses’ attention. The dramatic experience recorded in Exodus 3:1-4:31 provides a framework for God’s call to all servant leaders.

God calls those He has prepared.

God’s call to Moses came after 40 years of shaping in the wilderness. Moses’ first attempts at leadership revealed that he had much to learn. After 40 years of desert training, Moses was prepared for action. He had been humbled and learned the discipline of hard work. His excellent academic training was now balanced with on-the-job experience. Moses was prepared for the call.

God calls those who are active.

God called Moses while he was on the job. He was busy with his daily duties, faithfully working as a shepherd, and meeting the needs of his family. In this position God calls him. Some leaders sit around waiting for their big opportunity to appear but God delights in using people who are already being faithful at what they are doing.

God calls leaders first to Himself.

Servant leadership begins with a personal relationship with God. God was seeking Moses’ attention through the burning bush and responded quickly when Moses turned toward Him. This initial encounter marked the beginning of a face to face relationship with God which would mark Moses’ leadership. While we may not experience a burning bush, any leadership that does not flow out of the foundation of an encounter with God is not servant leadership. Jesus called His disciples to be with Him before He sent them out to preach. (Mark 3:14) God desires relationship more than service and invites all of us into His presence. In His presence we understand His love and the work to which He has called us. This is truly a close call.

God’s call meets a human need.

God’s call to Moses clearly was in response to the plight of His people who were suffering in Egypt. God always calls servant leaders to fulfill a part of His plan for the world, meeting the needs of His people. Whether you serve in church leadership, in your profession or in a business, God’s call upon your life is not just to supply your needs, it is to meet a specific need in His world. Reflect for a moment on how your leadership meets the needs of those around you.

God’s call provokes a sense of inadequacy.

As Moses began to understand the extent of God’s call he responds with a deep sense of inadequacy. “Who am I, that I should go to Pharaoh and bring the Israelites out of Egypt?” (Exodus 3:11) Moses is so broken after 40 years in the desert that he almost sees himself as incapable of leading. Yet, in this condition of self doubt, Moses was more ready than earlier when he was confident in his own strength. Servant leaders learn to rely on God’s strength to carry out the mission. Their confidence comes not from their own abilities but from the relationship they have with the One who calls them close. From this call flows the courageous leadership we’ll examine in the next issue.

The background reading for this issue is: Exodus 3:1-4:31.

For further reflection and discussion:

• Are you confident of God’s call on your leadership role? If so, reflect on how this impacts your leadership. If not, what do you need to do to confirm His direction for your leadership?
• Do you see your leadership primarily as a call to a relationship with Jesus, or as a call to act? What difference does it make in the way you lead?
• Do you feel humanly adequate for what God has called you to do? How does Moses’ encounter with God help you?
• Do you find it easy to lead from your own strengths instead of relying on God’s provision and direction? What does Moses’ life teach you?