Nehemiah served the people of Jerusalem by clarifying the vision and calling the people to live by their values. He also demonstrated the third action of serving leaders, Blaze the Trail,  by keeping everyone focused on the mission. Serving leaders clarify for their team what activities bring the success that will accomplish the mission. They ensure that these activities are consistently practiced, and they work to remove any obstacles that would hinder progress toward the mission. One obstacle for Nehemiah was the enemies who wanted to stop the work and distract the workers.    

¹When word came to Sanballat, Tobiah, Geshem the Arab and the rest of our enemies that I had rebuilt the wall and not a gap was left in it—though up to that time I had not set the doors in the gates—²Sanballat and Geshem sent me this message: “Come, let us meet together in one of the villages on the plain of Ono.” But they were scheming to harm me; ³so I sent messengers to them with this reply: “I am carrying on a great project and cannot go down. Why should the work stop while I leave it and go down to you?” ⁴Four times they sent me the same message, and each time I gave them the same answer (Nehemiah 6:1-4, NIV).  

Nehemiah’s response models how serving leaders Blaze the Trail for those they lead.  

Serving Leaders Blaze the Trail by mentioning what matters  

Nehemiah responded to the message by stating “I am carrying on a great project.” He wanted it to be clear to those on the wall and those far away that what was critical was not meetings but putting stones on top of one another!  It was hard, sweaty work but Nehemiah understood exactly what would bring success, consistent focus on laying one stone on top of another! This was all that mattered for the mission to be accomplished. And he gave meaning and purpose to the task by calling it a “great project.”  

Some leaders are not crystal clear on what activities will bring success to their organization. Others understand but have not communicated them clearly to everyone on their team. But serving leaders clarify what brings success and make sure that everyone understands.  Serving leaders mention what matters.  

Serving Leaders Blaze the Trail by minimizing distractions  

The invitation for a meeting came under the guise of finding a peaceful resolution to the nagging opposition. Nehemiah recognized that going to a meeting in a nearby village would be a distraction that would take him away from the work for several days. The distraction may have been an attempt to take his life, or to attack the workers while he was not present. In any case, Nehemiah refused to be distracted. “I…cannot go down. Why should the work stop while I leave it and go down to you?”  

Some leaders allow themselves and those around them to focus on things that are not actually important to the mission of the organization. But serving leaders work hard to ensure that everything they are doing is mission critical and that those working with them are doing the same. They remove obstacles and minimize distractions.  

Serving Leaders Blaze the Trail by maintaining consistency     

Nehemiah’s challenge was repeated four times and “each time I gave them the same answer.” He remained consistent and kept his focus on putting one stone on top of the next.  

Some leaders hold true to their mission for a time, but when there are repeated distractions, they lose their focus. But serving leaders keep themselves and everyone else focused on what really matters to the organization. They don’t stifle innovation, but they insist on doing the right things again and again. They serve with consistency.   

For further reflection and discussion: 

• How clearly do I understand our mission? Do I know what activities bring success to us and what activities are a waste of time? How well do those serving with me understand our success factors? (Use the free tool below to help you with this process.)  
• What things am I tempted to do often that are not essential to our mission? What do I need to do to eliminate them? For those on my team, what distractions do they face and what can I do to remove them?  
• How consistently do I focus on activities that bring success to our organization? How does this impact my leadership?  

• Read the story of Nehemiah and reflect on other ways that he demonstrated this action, Blaze the Trail. (Focus especially on chapters 4 and 6). 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 ways that Nehemiah built teams by focusing on strengths.   

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.  

Timothy was a young man, eager to save the world as he joined his mentor, Paul. But along the way he learned that leadership is not all about action. Leadership certainly involves the actions leaders take as well as the heart and motives underneath the actions. But leadership also includes the mind, thinking, pondering, and reflecting. These are things that Timothy would learn on his own journey. Consider these instructions Paul gave Timothy.  

Reflect on what I am saying, for the Lord will give you insight into all this (2 Timothy 2:7, NIV).  

But you, keep your head in all situations, endure hardship, do the work of an evangelist, discharge all the duties of your ministry. 2 Timothy 4:5 (NIV)  

Paul calls Timothy to “reflect” and to “keep your head.” Timothy needed to learn how to think as a leader, spending time learning the importance of reflection and thought. His example teaches serving leaders to understand the power and practice of reflection.  

Reflection releases insight.    

Paul tells Timothy that reflection will produce insight. Paul could have simply told Timothy the insight, but he wanted Timothy to develop the capacity to reflect and gain his own insight! The muscle of reflection needed to be exercised for Timothy to gain insight.  Reflection takes a leader out of the immediate tasks and allows thought on the bigger picture. Reflection allows a leader to gain insight that helps them lead. This insight may be a needed change of direction or a clearer focus on current priorities. It may be a greater self-awareness as the leader reflects on their own leadership actions and how their leadership impacts others. The insight might be a new thought that helps solve a perplexing challenge.  The insights gained ultimately benefit the entire organization and in this regard reflection is one of the greatest gifts a leader can give to those they lead. 

Many leaders lead with little insight! Others seek insight from many places, perhaps good sources, but which are still shortcuts to the discipline of reflection. But serving leaders gain insight as they take time to step away and reflect. They don’t think they’re leading unless they’re thinking!  

Reflection results in stability. 

Paul calls Timothy to “keep your head in all situations.” He is urging Timothy to be a stable leader one who would not rush in many directions at the same time or change course at the slightest obstacle. He needed to keep his head straight! Reflection brings stability to leadership. Leaders who don’t stop to reflect often change course erratically with little thought to how it impacts those they are leading. They learn that leading only with action often produces a reaction! But serving leaders stop and reflect, then lead from a position of calmness and stability.  

Reflection requires time.  

Reflection has great benefits but is a discipline that requires time. Reflection requires a pause, stepping back from normal activities and thinking deeply and pondering.  Reflection cannot be rushed or squeezed into the margins of our day. This is a challenge for leaders with the many demands on their time. There are pressing tasks that need to be done, objectives that must be met, people to see and places to go! In this environment it is hard to stop and reflect. It may seem to be a waste of time. So, the discipline of reflection, like all leadership disciplines, must be intentional and planned in the calendar.    

Many leaders don’t take time to stop working to think and reflect. They press on with the work they are doing with no time to reflect on the work. But serving leaders understand that the benefits of reflection outweigh the costs and they build time for reflection in their leadership rhythms.  

For further reflection and discussion: 

• How can I develop the discipline of reflection in my own life? Do I have time in my daily, weekly, quarterly, and annual rhythms to pause and reflect? How can I improve my reflection time?  
• Reflect on those you lead. What can I do to encourage them to develop their own ability to reflect?  Do I invite them to reflect for insight as Paul did to Timothy, or do I too quickly share my own insight with them? How would they answer this question?       
• Would others describe my leadership as “stable” or “inconsistent” and what impact does that have on my leadership?   

• In addition to the verses we used in this issue, consider the following: 1 Timothy 4:2,15–16, 2 Timothy 1:13-14. What additional insights do you find from these verses about how Timothy learned to reflect on the instructions Paul gave him?   

(In this series we are looking at the life of Timothy. If you haven’t already, this is 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 things Timothy learned to leave behind.  

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

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

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

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

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

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

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

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

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

For further reflection and discussion:

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

Until next time,

yours on the journey,

Jon Byler

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

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.

The story of Boaz is nestled in the account of Ruth, the foreign daughter in law of Naomi. (If you’re not familiar with the story, take 10 minutes to read the book of Ruth.) Boaz appears in the story in chapter 2 after Naomi and Ruth, both widows, return to Israel from the country of Moab. His life speaks quietly and powerfully to all serving leaders and we’ll examine several areas in which his life is a model to us. The first comes as he is introduced to us for the first time.

1 Now Naomi had a relative on her husband’s side, a man of standing from the clan of Elimelek, whose name was Boaz (Ruth 2:1, NIV*).

Boaz is introduced here as a “man of standing.” Reflect on that for a moment. Standing is not a word we commonly use to describe someone. But it reflects strength, valor, and uprightness. It implies dignity and action. Boaz served by being a man of standing and serves as a model to all serving leaders.

Serving leaders stand by character development.

Boaz, was a man of character. He led with integrity, he was a man of his word and he honored others. All these reflect a person of unswerving character. We will see more of his character revealed as we continue to look at his life in this series. His character is even more remarkable when we consider the time in which he lived. In Ruth we have glimpses of the reality that not everyone in the area had character like Boaz. He lived during the time of the judges when “everyone did as they saw fit” (Judges 21:25). He is a man of standing because of his character. Boaz teaches serving leaders that leading begins on the inside. He demonstrates that leadership is more about who we are than what we do.

Serving leaders stand by consistent living.

Boaz is famous! We still tell his story today, thousands of years after his life. But Boaz had no idea that he would have this legacy! He was just doing what was right day after day. Leaders often look for ways to make a difference or to make an impact. Boaz teaches serving leaders that consistently living by godly values is the way to serve. Serving leaders do what is right, not to accomplish great things but simply because it is right. They stand day after day on their values and lead others with consistent living.

Serving leaders stand by changing others.

Boaz served as a man of “standing” and as a result his life would influence many others. Notice what people said to Naomi upon the birth of his son, Obed.

14 The women said to Naomi: “Praise be to the LORD, who this day has not left you without a guardian-redeemer. May he become famous throughout Israel! (Ruth 4:14)

The life and character of Boaz impacted Ruth and her mother in law Naomi. But it also led to generations of famous leaders in Israel, first King David and ultimately Jesus! His character would be passed on to many generations. Boaz teaches serving leaders that when we stand well, we serve well. We make a difference when we stand!

For further reflection and discussion:

· Skim the four chapters of Ruth with “standing” in mind. Do you see other examples that demonstrate how Boaz was a man of standing?

· Would others call me a person of “standing”? Are there any gaps in my character that impact my ability to lead? What steps will I take to rectify these issues? In what areas do I need God to change my heart?

· Is my leadership focused more on end results or daily consistency?

· In what ways does my leadership reflect consistently doing what is right? Am I tempted to do what looks beneficial instead of what is right? What is God inviting me to change?

· Who is watching my life and leadership closely? How does my standing impact them? What difference will my standing make 100 years from now? How does that motivate me to serve by standing?

Until next time, yours on the journey,

Jon Byler

* Other translations use “mighty man of wealth”, “prominent man of noble character”, “a man of worth”, and “worthy man” to describe Boaz.

In the next issue, we’ll look at how Boaz served by treating others well.

In the last issue we looked at the first action of the The Serving Leader Model^TM*,Run to Great Purpose, which determines our vision or why we lead.  In addition, effective leaders raise the bar for those who follow by identifying the values that guide their work. They call everyone to behave in ways that align with those values. Jesus did the same with His disciples when He sent them out.

³ Go! I am sending you out like lambs among wolves. ⁴ Do not take a purse or bag or sandals; and do not greet anyone on the road. ⁵ “When you enter a house, first say, ‘Peace to this house.’ ⁶ If someone who promotes peace is there, your peace will rest on them; if not, it will return to you. ⁷ Stay there, eating and drinking whatever they give you, for the worker deserves his wages. Do not move around from house to house. ⁸ “When you enter a town and are welcomed, eat what is offered to you. ⁹ Heal the sick who are there and tell them, ‘The kingdom of God has come near to you.’ ¹⁰ But when you enter a town and are not welcomed, go into its streets and say, ¹¹ ‘Even the dust of your town we wipe from our feet as a warning to you. Yet be sure of this: The kingdom of God has come near.’ ¹² I tell you, it will be more bearable on that day for Sodom than for that town. (Luke 10:3-24).

Here Jesus models the second action, Raise the Bar, by identifying the values He wanted to instill in His disciples. Serving leaders learn from His example how values shape their leadership. 

Values shape the methods of our work.

Jesus gave detailed instructions about how the disciples were to go. “Do not take a purse or bag or sandals; and do not greet anyone on the road….Do not move around from house to house.” He called them to keep things simple, to focus clearly on the task, and to remain consistent. As He provided these instructions, He was sharing with them the values that were important to Him. If He would have used a bulletin board to post the values of His team it might have said, “We value simplicity, focus, and consistency.”

The vision or great purpose determines why we lead while values define how we lead. Serving leaders identify and define the core values for their teams. They may include the team as a part of this process, but they don’t delegate the responsibility to clarify what values are most critical.

Values shape the message of our work.

Jesus was clear about the message He wanted His disciples to carry to the villages they would visit. He called them to proclaim the message, “The kingdom of God has come near you.” This was the message that would help accomplish the great purpose. Jesus wanted His followers to share a message that reflected their values. This alignment allowed the disciples to authentically carry the message they were tasked to convey.

Serving leaders work hard to make sure that the message they value is communicated clearly and frequently throughout the organization. They check often to make sure that the message, values and great purpose are closely aligned.  

Values shape the models for our work. Jesus provides illustrations of two types of persons who would receive His disciples–one welcomed them, and one rejected them. Why did Jesus provide these models? He wanted to reinforce His values in the stories He told and the models He provided. He wanted His disciples to understand how their values would be lived out in the real world and what it could cost them to be faithful to their values.

Serving leaders carefully choose their models. They share stories and recognize behaviors on their team that reflect their values. Where they find gaps, they correct and coach to bring alignment with the values. They raise the bar by clarifying and implementing values.   

For further reflection and discussion:

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how Jesus blazed the trail 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.       

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Effective leaders raise the bar for those who follow by identifying the values that guide their work. They call everyone to behave in ways that align with those values.

The vision or great purpose determines why we lead while values define how we lead. Serving leaders identify and define the core values for their teams.

Serving leaders don’t delegate the responsibility to clarify what values are most critical.

Serving leaders work hard to make sure that the message they value is communicated clearly and frequently throughout the organization. They check often to make sure that the message, values and great purpose are closely aligned.  

Serving leaders carefully choose their models. They share stories and recognize behaviors on their team that reflect their values.

Where serving leaders find gaps between values and practice, they correct and coach to bring alignment with the values. They raise the bar by clarifying and implementing values.   

Daniel’s enemies could find no fault with his excellent job performance or integrity, but they saw his regular prayer as a potential weakness. They appealed to the king’s pride and persuaded him to outlaw Daniel’s prayer. Now he would either die or compromise. Either way, his enemies concluded, they would win. Daniel was again in a crisis. His faith in God and his role with the king seemed to be in direct opposition. With his life on the line, what would he do? Now when Daniel learned that the decree had been published, he went home to his upstairs room where the windows opened toward Jerusalem. Three times a day he got down on his knees and prayed, giving thanks to his God, just as he had done before. Then these men went as a group and found Daniel praying and asking God for help (Daniel 6:10-11). In this time of crisis, Daniel chose to lead from his knees and encourages all servant leaders to pray as he did.

He prayed frequently.

Three times a day, Daniel stopped and prayed. Prayer was the central part of Daniel’s day and the source of his strength as a leader. While Daniel’s pattern is not a prescription for all leaders, every leader would do well to begin and end the day with prayer and to pause in the midst of the day for a time to center their life again on the one who calls them to lead. Prayer was the anchor of Daniel’s day. Servant leaders pause frequently to seek God’s direction for their life and leadership.

He prayed consistently.

Daniel prayed “Just as he had done before.” Daniel could easily have rationalized that if he stopped praying for thirty days, God would surely understand! But for Daniel, prayer was not something that he did when it was convenient or when there was a special need; it was his regular habit. His prayer was not only for crisis management; it was an integral part of his life and leadership. Some leaders pray only when there is a crisis; Daniel continued to pray in his crisis. It was his prayer before the crisis that helped him make it through the crisis. It’s not uncommon for leaders to cry out to God when there’s trouble, but servant leaders pray consistently. They allow the regular discipline of prayer to build and strengthen their heart.

He prayed publically.

Daniels prayer life was a private part of his life, but it was also on display for all to see. His prayer was intensely private but evident to all. He was not making a public display to be seen, but he was certainly not ashamed of his life of prayer. Daniel could easily have justified closing the windows to the eyes of those intending to do harm to him, but he boldly continued praying openly. His enemies had no problem finding evidence that he was continuing to pray despite the King’s command. Servant leaders are not ashamed to acknowledge their need for prayer and their practice of prayer. They continue to pray when others are watching; in restaurants, on planes, at home, and in the board room.

He prayed thankfully.

“Giving thanks to God, just as he had done before.” Daniel was certainly “asking God for help,” but he first gave thanks. This was his habit and even when his life was at risk, he paused to thank God. It’s not easy to be continually thankful, especially when others are after our lives! But Daniel found strength in reflecting on God’s goodness to him. Perhaps he thanked God for the opportunity he had enjoyed to serve in the king’s employ for the days he had. Servant leaders give thanks as they pray.

Servant leaders learn from Daniel to kneel before they stand. The source of their leadership strength is a bended knee. They bow to God before expecting others to bow to them or follow their leadership. When they rise from prayer, they have joined their hearts with the one who called them to lead and the one who gives the wisdom and courage they so desperately need.

For further reflection and discussion:

If you don’t know what happened after Daniels prayer, read the rest of the story in Daniel 6!

The passage we examined provides only a brief glimpse into Daniel’s life of prayer. Read and reflect on Daniels prayer in Daniel 9. What do you learn from his prayer that can help you as a leader?

Evaluate your own prayer life in light of the ways that Daniel prayed:

• Frequently. How often do you pray? Does prayer provide the anchor for your day? How often do you begin your day with prayer? End the day with prayer? Pray in the middle of the day?
• Consistently. Is your prayer consistent or only active in times of crisis? What is the result?
• Publically. Is your prayer life open enough that others can see it? Are there situations in which you are afraid to pray openly? What in your heart needs to change?
• Thankfully. Are your prayers heavily flavored with thanksgiving? How much of your prayers are thanksgivings and how much are requests?

What is God inviting you to do this week in response to Daniel’s example of leading on his knees?

Paul ends his list of qualifications for servant leaders as he tells Timothy, “He must also have a good reputation with outsiders, so that he will not fall into disgrace and into the devil's trap” (1 Timothy 3:7). Paul’s instruction implies that the true test of our leadership capacity is not with those who agree with us, but those who are “outsiders” or those who do not agree with our faith. This does not make popularity a condition of servant leadership. Nor does this imply that no one will criticize or reject our positions, especially when we take a stand on unpopular issues. Paul himself faced intense opposition. But it means that in every way possible, servant leaders live in ways that build good reputations with those who do not share their views and faith. They build good reputations in several ways.

A servant leader builds a good reputation with integrity.

Servant leaders refuse to compromise God’s standards in how they use their money, their power or their relationships. This integrity, in a world where bribery, lies and unfaithfulness are common, makes the life of the servant leader shine like a bright light in the darkness. They model 1 Peter 2:12, “Live such good lives among the pagans that, though they accuse you of doing wrong, they may see your good deeds and glorify God on the day he visits us.” Outsiders may respond with jeers or with vicious attacks, but they recognize that the servant leader is completely sincere.

A servant leader builds a good reputation with consistency.

A good reputation is built only with time. Servant leaders keep doing what they are supposed to do day after day, week after week and year after year. They are not concerned with short-term gains, but focus on long-term consistency.

A servant leader builds a good reputation with love.

The real test for servant leaders is not only in their actions in relationship to outsiders, but in their heart attitude towards them. Leaders naturally hold strong opinions and have learned how to effectively communicate them to others. But a leader’s heart is revealed when relating to persons who disagree. It is easy to see those who disagree with us as the enemy, as wrong, as somehow less valuable. But servant leaders view these “outsiders” with love. They are as concerned about the relationship as they are about being right. They show restraint even when provoked by false accusations or slander. They seek opportunities to talk face to face. They recognize that “love covers a multitude of sins” (1 Peter 4:8).

Integrity, consistently practiced in a spirit of love builds a good reputation even with “outsiders.” In doing so, servant leaders guard against falling into disgrace and the ‘devil’s trap’ which can quickly undermine the leaders’ ability to influence for good.

Timothy himself serves as a biblical example of a leader who had a good reputation with others. Before Paul selected him to be a member of his team, Luke records that “the brothers at Lystra and Iconium spoke well of him” (Acts 16:2. Timothy’s own father was an unbeliever but allowed Timothy to join this missionary team which continually represented Christ in places where the church did not exist.

Paul’s list is complete. He sets a high standard for those who lead as followers of Jesus. While none of us perfectly measure up to the standard, let’s resist the temptation to lower the standard. Rather, join me in asking Jesus to make us leaders of the highest quality as we represent Him in our place of influence.

For further reflection and discussion:

• Who are the ‘outsiders’ in my life and leadership? In what ways has God given me opportunities to influence them? What kind of reputation do I currently have with them?
• On a scale of 1 to 10, how consistently have I represented Jesus to these “outsiders”?
• When people disagree with my position or view, what is the attitude of my heart towards them? How is that attitude expressed?
• Go to someone you consider an “outsider” who you know has significantly different opinions than you. Ask them to share with you how you come across to them. As appropriate, ask their forgiveness and share your desire to show them respect and love.

Paul’s next instruction to Timothy is to find leaders who are “respectable” (1Timothy 3:2). Being respectable is much deeper than looking good on the outside or impressing people with charisma or leadership skills. Paul recognized that followers will not long follow a leader they do not genuinely respect. He understood that positions are given but respect is earned. He wanted to assure that the leaders who served on his team had earned the respect of those who followed. With this instruction Paul calls each of us to live as servant leaders earning respect in at least three ways.

Servant leaders are respectable when their lives are principled.

Principles, not convenience or public opinion, are the compass for leaders whose lives are respectable. Far too many leaders try to find out what people want; then take their stand based on what is most popular. That may win votes but it will never win respect. Servant leaders base their lives on unchanging principles. They are charitable to those who disagree with their positions but refuse to be swayed by popular opinion. They refuse to lie even in the smallest matter. They don’t exaggerate their reports. They do not compromise what they believe to make more profit or bring another member to their church.

Servant leaders are respectable when their lives are selfless.

Leaders who are worthy of respect put the needs of others above themselves. Day after day, they lay down their own wishes and surrender their rights to serve others. They focus on others, not themselves. This is not a gimmick to win favor, but a genuine heart attitude of love for others and a commitment to give as leaders rather than to receive. Leaders who serve only themselves may get a lot done and may appear to be successful. They believe that they will be respected because of their position and achievements. But until they focus on others their lives are not worthy of respect. Servant leaders use their positions to serve others; not themselves and as they do so they earn the right to be respected.

Servant leaders are respectable when their lives are consistent.

Respect is earned as a result of consistent behavior over a long period of time. Servant leaders are not seeking instant success or popularity. They begin with the end in mind and focus on long term results rather than short term gains. They recognize that a moment of indiscretion can ruin years of consistency so they guard their lives against secret sins that will eventually surface and destroy their respectability. They are willing to consistently model the way day after day, year after year.

Joseph, the husband of Mary, provides a biblical example of a respectable man. He is described as a “just” or “righteous” man (Matthew 1:19). When faced with what seemed like an obvious sin in Mary, he determined to act in accordance with his principles and also in a manner that would honor her rather than simply expressing his own feelings. When God directed him to continue their relationship, he selflessly stayed with her at great cost to his personal reputation. His consistent obedience to God’s instructions enabled him to pass the quality assurance checklist as a respectable leader. His life calls each of us to reflect for a moment to ask ourselves if we are leaders worthy of respect.

For further reflection and discussion:

• Reflect on decisions you have made in the past week. Were they made based primarily on principle or feelings? What results did they produce in your leadership and what can you learn from this?
• What are the five most important guiding principles in my life? Are these consistently clear to those around me?
• What have I done in my leadership in the past month to focus on the needs of others instead of my own desires?
• To what extent do I model consistency with my life? Am I focused on long term gains or short term wins? Are there secret sins in my life that if exposed would diminish my influence? If so, what do I need to do about them?

What are common actions that the best leaders do well?* In the next five issues we’ll look at specific actions that all effective leaders do well and reflect on how Paul demonstrated the way servant leaders act in these areas. The first of these actions is to model the way. The best leaders don’t just tell people what to do; they show them what to do. Effective leadership begins with self-leadership, being the kind of person others should imitate. After all, if you aren’t worth following, why should I follow you?

Examine Paul’s example of modeling the way.

Paul's primary passion was simply to follow Jesus, not to be a leader or a hero. But in his pursuit of following Jesus he was a powerful example of servant leadership and greatly influenced others because of his life. In addition, he also intentionally modeled the way for those he led and called them imitate him. Consider Pauls’ bold statement, “Follow my example, as I follow the example of Christ. (1 Corinthians 11:1) At first glance, this statement might seem arrogant and inappropriate for a servant leader. But Paul recognized that one way to serve those who followed him was to be an effective model and to deliberately call them to follow his example. When he met with the Ephesian elders he carefully reminded them of how he had lead them. He deliberately used his life as a model for them to follow (read the account in Acts 20:18-35). Essentially, Paul says that his life was a model to them. He reminds them of his message, he describes his methods, and he reveals his motives. He speaks candidly with the elders and intentionally uses his own life to challenge them to do what he has done.

Understand the Power of modeling the way.

Instinctively, we all understand that people learn more from what we do than what we say. We’ve heard the saying, “What you are doing speaks so loudly that I can’t hear what you are saying.” It’s true in our homes, in our vocations, in our churches and communities. But as leaders, we often forget how powerful our example is. I teach a lot on servant leadership. But those I teach have often shared with me that what impacts them more than my teaching is what they observe from my life when I serve tea or do some menial task! My primary goal in these actions is not to show others; I am simply seeking to faithfully follow Jesus in my daily life. When we model the way, people learn to trust us. They learn that we are people of integrity and consistency. When we model lives of integrity over time, people learn that our word is dependable, our promise is secure, and our heart is pure.

Accept the Call to serve by modeling the way.

Paul’s example calls each of us to first live a life that is a model and to ask ourselves the question “Is my life worth imitating?” If we are committed to following Jesus in all we do, our lives will naturally be a model for others. Secondly, Paul’s example compels us to deliberately call others to imitate us. Servant leaders do this not to draw attention to or exalt themselves, but because they recognize how powerfully God can shape the lives of others by their own example of a life lived well. Even when they fail, their example of repentance and change becomes a model to follow.

The example of Paul shows that modeling the way is an effective expression of servant leadership. Are you a model…and are you calling others to follow your example? Take time to reflect on the questions below to help answer these critical questions.

For further reflection and discussion:

Reflect on these additional verses from Paul’s life: 1 Thessalonians 1:6; 2 Thessalonians 3:7-9; 2 Corinthians 8:21; Philippians 3:12, 4:9; Acts 20:18-35; Titus 2:7, 8

Is my life a model to others? Reflect on these questions:

• Are there secret sins in my life that hinder my effectiveness as a leader?
• How am I growing in my intimacy with Jesus?
• Is there a promise I made in the past month which I have not kept?
• Have I made a mistake for which I have not asked forgiveness?
• Are there ways in which I abuse my authority as a leader?
• Are there things I ask others to do that I am not doing?
• Do I have any broken relationships which I have not tried to rectify?
• Does my life exhibit more and more of the fruit of the Spirit?
• Do my leadership habits encourage others to be leaders?
• Is my conscience clear?
• Am I intentionally growing in Christlikeness?
• Am I deliberately calling others to follow my example? Who might God be asking me to speak to in a way that challenges them to use my life as a model?

*Credit: The five actions which we will examine are taken from “The Leadership Challenge, 4th Edition” by James M. Kouzes and Barry Z. Posner. These two authors did extensive research on leaders and concluded that these five actions were found in all effective leaders. I believe, in addition, that they are grounded in scriptural principles.