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.  

Timothy was hungry to learn but he also recognized that growth in leadership comes at a cost. He was willing to pay the price that was required to shape him into the strong leader that he would become. Consider these scriptures about his life:

Paul wanted to take him along on the journey, so he circumcised him because of the Jews who lived in that area, for they all knew that his father was a Greek (Acts 16:3, NIV).

For the Spirit God gave us does not make us timid, but gives us power, love and self-discipline. So do not be ashamed of the testimony about our Lord or of me his prisoner. Rather, join with me in suffering for the gospel, by the power of God (2 Timothy 1:7–8).

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).

These verses, and many others, hint at the price Timothy needed to pay to be the leader we admire today.

Timothy paid the price of surrendering. 

Before he even left home, Timothy learned that leadership is not about him and his comfort but about being ready and willing to serve others. The pain of circumcision was more than physical, it meant that he was willing to surrender his own comfort for the sake of those he wanted to serve. When people would look down on him because of his youth, he would surrender his desire to fight back and declare his position. Timothy was learning an early lesson that all serving leaders eventually learn—at the heart of serving leadership is a heart attitude of surrender.

Some leaders are not willing to give up their own ambitions, dreams, and ego for the sake of those they serve. But serving leaders pay the price of surrender, not once but daily.

Timothy paid the price of stretching.  

When Timothy agreed to join Paul, it was an exciting new adventure but it was also costly. Traveling to new cities was not all exotic, especially when they were chased out of town with stones! This journey would require Timothy to stretch and grow in ways that would not be comfortable. He had to relocate and leave the comfort of his own home and place of his birth. He would need to stretch his “timid” personality to be a bold leader. He would stretch out of his comfort zone with continual new challenges and greater levels of responsibility as he matured under Paul’s guidance. He would pay the price of learning to receive the correction and counsel that Paul continued to give even as a seasoned leader. He needed to stretch his own character to be a model for others.

Some leaders want responsibility and authority without being willing to pay the price of being stretched in their own growth. But serving leaders accept that leadership is a journey of continual growth and development. Serving leaders focus on stretching themselves before directing others.

Timothy paid the price of suffering.  

Timothy paid the price of physical suffering and was likely jailed at least once. (See Hebrews 13:23). But he also suffered along with Paul as they were persecuted on many occasions. He suffered the isolation of separation from his family, the discomfort of continual moves, and the false accusations others made about him.  Apparently, he also suffered physical ailments. (See 1 Timothy 5:23).

Many leaders step back from leadership when they face suffering and decide to take a less costly path. But serving leaders accept that suffering is a price of leadership and will be used to strengthen their character and make them more effective in serving others.

For further reflection and discussion:

• What price have I already paid to lead? Are there other steps I should take as a leader that have seemed too costly for me to take? What will it take for me to be willing to pay the price?  Who can help me take this step?
• In what way(s) have I surrendered my own ambition, dreams or ego this week? How does this impact my leadership?
• In what way(s) am I currently stretching my leadership capacity? Are any changes needed?
• How do I respond to suffering in my leadership and how does this impact my growth?
• What can I do to help those I lead be willing to pay the price of leadership?      
• In addition to the verses we used in this issue, consider the following verses: 2 Timothy 2:3, 3:12, and 4:5. What additional insights do you find from these verses about how Timothy paid a price for his leadership?    

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how Timothy clarified his calling.

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?”  

As we saw in the last issue, Joshua began well in his new role by acknowledging the realities of his situation. As he began he heard God give him several promises. 

⁵  No one will be able to stand against you all the days of your life. As I was with Moses, so I will be with you; I will never leave you nor forsake you. ⁶  Be strong and courageous, because you will lead these people to inherit the land I swore to their ancestors to give them. ⁷  “Be strong and very courageous. Be careful to obey all the law my servant Moses gave you; do not turn from it to the right or to the left, that you may be successful wherever you go. ⁸  Keep this Book of the Law always on your lips; meditate on it day and night, so that you may be careful to do everything written in it. Then you will be prosperous and successful. ⁹  Have I not commanded you? Be strong and courageous. Do not be afraid; do not be discouraged, for the LORD your God will be with you wherever you go” (Joshua 1:5-9).

At the beginning of his leadership journey Joshua heard and believed these promises which would become foundational to his leadership practice. God gave three promises that all serving leaders rely on, not only to begin their journey, but also to continue well.

God promises His presence.

“I will be with you; I will never leave you nor forsake you.” God promised Joshua that whatever would happen to him as a leader, God would be with him. Leaders make difficult decisions and carry the burdens of knowing their decisions impact all those under their leadership. Sometimes there are choices which need to be made which will not be accepted by those they lead. The weight of these responsibilities can cause a leader to feel lonely. But God promised Joshua that in every situation, he would not be alone, he would have God’s presence with him. Serving leaders acknowledge that they need to draw on a source of wisdom and understanding especially as they step into new levels of responsibility or face unexpected challenges.  Serving leaders rely on God’s presence to give them wisdom for the challenges of leadership. His presence gives serving leaders an awesome advantage!

God promises His power.

Three times in these verses God tells Joshua, “Be strong and courageous.”  Joshua would need strength and power for his new role. He was to lead people into a new land and there would be battles ahead. Leadership requires strength. Joshua was expected to do his part, but it would not be enough. As he began this role, he needed to be aware that he would not succeed because of his own credentials or previous experience. He needed the additional power God promised. So God reminded him the land he would conquer was promised by God and would provide His power to help Joshua accomplish the task. The mission was His! Serving leaders receive training and learn from books and other excellent resources. They work hard and do all they can. But they also gratefully believe that God has promised them the power they need to do what He has called them to do.

God promises His plan.

God expected Joshua to lead well, but He also assured Joshua that He had a plan. He first gives Joshua personal instructions, to carefully obey God’s law so he would “be prosperous and successful.” God would later add more details to this plan but as Joshua began, obedience was the foundation. Serving leaders do not simply develop their own plans; they seek to follow God’s plans. They believe that God’s plan is far greater and more significant than what they can conceive on their own.

Joshua began well by believing the promises God gave him. Serving leaders do the same.

Until next time, yours on the journey,

Jon Byler

For further reflection and discussion:

(If you are not in a new role currently, consider how these question apply to the place where you now serve.)

• In my current leadership situation, how clearly do I sense God’s presence? What difference does it make in the way I lead? Are there things I need to do to increase my awareness of His presence in my daily activities?
• In what way do I need power right now in my leadership? Do I tend to rely only on my own power or do I regularly acknowledge my need for God’s power in my leadership?
• God commanded Joshua, “Keep this Book of the Law always on your lips; meditate on it day and night, so that you may be careful to do everything written in it.” In what way do I practice this in my own leadership? Are there changes I need to make to follow Joshua’s example?
• Does my leadership focus primarily on my plans or discovering and implementing God’s plans? In what way is God inviting me to learn more about His plans for my leadership?         

In the next issue, we’ll examine how serving leaders begin well by connecting with people.

Copyright, Center for Serving Leadership, 2020. 

¹ Listen to my prayer, O God, do not ignore my plea; ² hear me and answer me. My thoughts trouble me and I am distraught ³ because of what my enemy is saying, because of the threats of the wicked; for they bring down suffering on me and assail me in their anger. ⁴ My heart is in anguish within me; the terrors of death have fallen on me. ⁵ Fear and trembling have beset me; horror has overwhelmed me… ²² Cast your cares on the LORD and he will sustain you; he will never let the righteous be shaken. ²³ But you, God, will bring down the wicked into the pit of decay; the bloodthirsty and deceitful will not live out half their days. But as for me, I trust in you (Psalm 55:1-5, 22-23).

David faced his fear and learned to overcome this powerful emotion and he guides servant leaders on their own journeys with fear.

Fear should be recognized. David recognizes his emotion. “Fear and trembling have beset me; horror has overwhelmed me.” David’s enemies are speaking against him and making threats. The natural response is to be afraid and David recognizes this fear which was overwhelming to him.

Leaders often believe the lie that strong people should not experience fear. So, they find it very difficult to identify the emotion of fear and may call it anger, worry or something else. But servant leaders learn to recognize fear and are not ashamed to admit, “I am afraid.” They know that they won’t correctly respond to fear until they can name it.

Fear should be revealed. As David recognizes his fear he reveals it to God. ^“As for me, I call to God, and the LORD saves me. Evening, morning and noon I cry out in distress, and he hears my voice.” David revealed his fear to God three times a day!

When servant leaders recognize their fear and reveal it, they can begin to process it more thoughtfully as David did. They can examine the fear to determine if it is a rational fear that will keep them from danger or they may find that it is an irrational fear that is crippling and harmful based on false or incomplete information.

Servant leaders learn to reveal fear, but they are careful to reveal it to the right persons. Certainly, as David did, it is appropriate to reveal the fear to God, not because He is unaware, but because we need to acknowledge it! But it is often helpful as well to reveal our fear to someone else. Servant leaders look for others who will help them deal correctly with their fear. They avoid revealing it to those who will only increase the fear.

Fear should be restrained. David shows leaders that fear does not need to control our leadership. He concludes this Psalm with hope. “Cast your cares on the LORD and he will sustain you… But as for me, I trust in you.” David learns to bring his fears to God and to learn to trust instead of fear.

Fear can cripple a leader and make it difficult to move forward. The fear may be real when a serious threat is experienced. Or it may be an imagined fear of what others will think that keeps a leader from making a difficult decision. David teaches servant leaders that the solution to fear is trust! He chooses to focus on God during his fear and this frees him to trust in God. David realizes that God may not literally remove all the things he fears, but God will not let him be shaken.

Servant leaders learn to restrain their fear. They say to themselves and those they lead, “Our fear is with us, but our God is bigger than our fears.” Servant leaders turn fear into trust and lead on!

Until next time, yours on the journey,

Jon Byler

For further reflection and discussion:

• What do I fear most often? Is my fear a rational fear to keep me safe or is it irrational? If irrational, what is the reality?
• When I am afraid, am I able to reveal this appropriately to others or do I try to hide it? Who is or could be a helpful person to whom I can reveal my fear?
• How significantly is my leadership shaped by fear? Am I able to openly admit my fear as David did? Do I regularly choose to turn my fear into trust? How do I communicate this to others?

Copyright, Global Disciples 2018.

God answered all of Moses’ questions and objections. Still, Moses is not willing to lead! But Moses said, "O Lord, please send someone else to do it." Then the LORD's anger burned against Moses and he said, "What about your brother, Aaron the Levite? I know he can speak well. He is already on his way to meet you, and his heart will be glad when he sees you. You shall speak to him and put words in his mouth; I will help both of you speak and will teach you what to do. (Exodus 4:13-15). This final objection of Moses was also not framed as a question. He simply asked God to get someone else to do the job! What was Moses question? He was weighing the cost. Was he actually willing to take the leadership role God was asking him to take? Would he trust God with all his questions? Was he willing to pay the price to lead! These are questions of intent or willingness. All servant leaders can learn from Moses how to willingly accept the call to lead.

Willingness analyses the cost.

Moses seemed to think that the cost was too great. Perhaps he recognized that his own life would be in danger when he returned to Egypt. Maybe he thought about the cost of calling people to follow and speaking in places he did not want to go. It was easier to think of remaining in the dessert watching sheep. Sheep didn’t talk back! Shepherding was not a spiritual battle. The cost of leading sheep was minimal; the cost of leading a nation was great. Like Moses, many look at leadership and conclude that the cost is simply too high. Servant leaders are not afraid to count the cost. They recognize that they cannot genuinely accept the call to lead before they have analyzed the cost. But they cannot look only at the cost to determine willingness. They learn from Moses to go further. When God calls, servant leaders lay aside their own will and accept His plan with joy. They count the cost and then proceed.

Willingness accepts help.

Moses was asking God to release him from the call to lead. God was angry with Moses at this point. Why? Moses was focused on self and what he wanted rather than accepting God’s call. But in spite of His anger, God offers Aaron to assist Moses. He provides a team for Moses. Some leaders don’t want to move at all. Others are determined to do great things by themselves. But servant leaders acknowledge their need for a team around them. They are willing to move forward with the people God provides. They gain the courage to face difficult leadership challenges because God brings others to help them.

Willingness acknowledges history.

God had one more step to encourage Moses to be willing. But take this staff in your hand so you can perform miraculous signs with it (Exodus 4:17). What was God doing? He was reminding Moses of what had already happened. It was recent history but God wanted Moses to recall what He had already done. He also assured Moses that the men who wanted to kill him in the past were dead. When servant leaders struggle to accept God’s call they gain courage by looking back at the ways God has been with them. As they recall the past, they gain courage for the future.

At this point, Moses was finally willing to lead. No more questions! He went home and moved his family to Egypt. All leaders must make a choice to be willing to lead. Servant leaders listen to God answer Moses’ questions as they consider His call. They recognize the cost but they accept others to assist them and acknowledge how God has led them in the past. And then they are willing to say, “Yes Lord, I will do what you are calling me to do.”

For further reflection and discussion:

• Have I counted the cost for the leadership to which God has called me? Am I able to put aside my own reservations to accept the call? Are there ways that my selfish responses make God angry with me? What can I learn from God’s encounter with Moses?
• Who are the people God has provided to assist me in fulfilling His call? How do their lives help me be willing to continue? How can I appropriately thank Him? How can I thank them?
• What has God done with my life in the past? How does He want this history to prepare me for the future?

The first question Moses asked God was a question of his own identity. He needed to know who he was as a leader. We saw in the last issue that God answered Moses’ question, “Who am I?” with “I am with you” (Exodus 3:12). For servant leaders, the key to personal identity comes from knowing who God is. So Moses moved on to a second question all servant leaders must ask, “Who are you?” Moses said to God, “Suppose I go to the Israelites and say to them, ‘The God of your fathers has sent me to you,’ and they ask me, ‘What is his name?’ Then what shall I tell them?” God said to Moses, “I AM WHO I AM. This is what you are to say to the Israelites: ‘I AM has sent me to you.’“… Go, assemble the elders of Israel and say to them, ‘The LORD, the God of your fathers– the God of Abraham, Isaac and Jacob– appeared to me and said: I have watched over you and have seen what has been done to you in Egypt…The elders of Israel will listen to you.(Exodus 3:13-18, portions).

Moses’ second question shifts the focus from personal identity to God’s identity, “Who are you?” This is a question of his relationship to God; it’s a question of intimacy. Before servant leaders can be effective in their leadership they need to settle the question of how their relationship with God will impact their leadership. The identity of a servant leader flows out of an intimate relationship with Jesus. This intimacy provides for them the courage, clarity, and certainty that God gave to Moses.

Intimacy provides courage.

Moses was afraid that people would not listen to him. After all, he was just a shepherd from the desert. But now he was claiming to be sent by God Himself. He was to say, “I AM has sent me to you.” Moses was not courageous on his own, but when he began to lead out of intimacy with God he gained courage. Servant leaders do not manufacture courage on their own, they rely on their relationship with God to give them courage. They are not courageous because they have ability, training or knowledge but because they have a relationship with God. Their courage flows out of their intimacy with God.

Intimacy provides clarity.

Moses was not very clear about what he would say to people. He was confused about who he was. He didn’t know how he would answer the questions that were sure to come. But God instructs Moses, “This is what you are to say to the Israelites: ‘I AM has sent me to you.”

Moses was focused on who he was; God called him to focus on who God was. This clarified the mission.

Moses was not to lead on his own mission. His relationship with God provided clarity that the focus was on God. Servant leaders are clear on their mission; it is not their own, it is a mission from God. If you are leading on your own mission, you are on your own. But as you lead from intimacy it becomes clear that it is not about you; it is about the one who calls you and walks with you on your leadership journey. Servant leaders clarify that the mission is not the focus; the person who calls them is the focus.

Intimacy provides certainty.

Moses questions whether people will even listen to him. He was not convinced that he would be able to accomplish what God called him to do. But God responds, “The elders of Israel will listen to you.” If Moses would base his leadership on his intimacy with God, he could be fully certain that he would accomplish the mission. This confidence would come as he focused on his relationship with God, not on himself. Leaders who lead out of self-confidence cannot be certain of success. But servant leaders who lead out of an intimate relationship with Jesus lead with certainty that God will grant them favor with those they lead. They are certain that the One who calls them will go before them. Their confidence in leadership flows out of their relationship with God.

God shifts Moses’ focus from his own identity to who God is. He calls Moses to focus on the “I AM” who was the chief leader. As Moses learned to rest in this relationship, his ability to lead increased dramatically. All servant leaders can strengthen their leadership by strengthening their intimacy with Jesus.

For further reflection and discussion:

• In my leadership do I focus primarily on my own identity or intimacy with Jesus?
• In what ways does my leadership flow out of intimacy with Jesus? What blocks that relationship?
• What actions can I take to strengthen my intimacy with Jesus?
• Does my leadership display courage? Is this courage flowing out of my own ambition or does it flow out of a conviction that I am doing what God has called me to do?
• Is my mission as a leader clearly about God’s call or is it more about my own plan? How would greater intimacy with Jesus clarify the mission?
• On what do I base my expectation of success, my own ability or God’s call?

Encouragement is always needed and usually greatly appreciated. But servant leaders also recognize that there is a time to confront. One of the best-known confrontations in scripture happened when God called the prophet Nathan to confront King David who had committed adultery and murder. Nathan first tells the king a story of a rich man who took advantage of a poor man and David instinctively reacted with anger towards the wicked action. Nathan responds “You are the man! Why did you despise the word of the LORD by doing what is evil in his eyes? You struck down Uriah the Hittite with the sword and took his wife to be your own. You killed him with the sword of the Ammonites. Now, therefore, the sword will never depart from your house, because you despised me and took the wife of Uriah the Hittite to be your own.' Then David said to Nathan, "I have sinned against the LORD." Nathan replied, "The LORD has taken away your sin. You are not going to die. But because by doing this you have made the enemies of the LORD show utter contempt, the son born to you will die" (2 Samuel 12:7-15, portions). Most of us will never need to confront a king, but Nathan’s example shows all servant leaders how to confront an employee, friend, or colleague.

When it’s time to confront do it carefully.

Nathan’s confrontation shows a lot of care. First, there was a clear wrong. In this case, God revealed to Nathan the wrong. Servant leaders choose the time to confront carefully making sure that there is an obvious wrong that needs correction. This may be a moral issue as it was with King David or it may be a wrong attitude or action. Secondly, Nathan’s use of a story showed that he had thought carefully about what to say to King David. His confrontation was not an impulsive reaction to a wrong. It was carefully planned to provide the best chance of success. No one enjoys being confronted. Servant leaders recognize that it is time to confront when there is a clear wrong. They confront as carefully as possible with a genuine desire to serve the one being confronted.

When it’s time to confront do it courageously.

Confronting a king was a quick way to hasten your own funeral! God’s command likely helped Nathan have courage, but I suspect that he knocked on the door with some degree of fear. Still, he confronted courageously. Many leaders realize that confrontation is needed but they don’t have the courage to act. They may fear the loss of the relationship or an inappropriate response. They may wait, hoping that the issue will be resolved without confrontation. But when it’s time to confront, servant leaders act courageously. They recognize that failure to act courageously never helps the other. Their love for the person who needs correction and their understanding of the reason God called them to leadership overcomes their fear.

When it’s time to confront do it constructively.

Nathan’s purpose in the confrontation was to bring King David to repentance. Thankfully, David did respond with a repentant heart although there were still enormous consequences to his sin. Nathan’s only purpose for confrontation was to help David. Servant leaders do not confront out of anger or a desire for revenge. They don’t confront to embarrass or shame. They know it’s time to confront when it will help the other person grow and develop. Their purpose is constructive and they serve by confronting.

Confrontation may be one of the most difficult and painful tasks of leadership. But servant leaders follow Nathan’s example and serve by confronting. When it’s time for you to confront, do it carefully, do it courageously, and do it constructively.

For further reflection and discussion:

• Reflect on the following scriptures which relate to confrontation. (2 Chronicles 26:16-19; Matthew 18:15-17; Galatians 2:11-14; 6:1; 1 Corinthians 5:1-5) Write down what you learn from these examples and instructions.
• What is my natural tendency when it comes to confrontation? Do I do it without careful thought? Do I have the courage to do it whenever needed? Do I do it for the good of that person?
• Reflect on a recent time you confronted someone, or when you should have. What did I do well? What could have been done better? How well did I follow the principles demonstrated by Nathan?
• Are there any relationships or situations currently which need confrontation? What is my plan of action?

The humility of John the Baptist didn’t mean that he was quiet! Instead, he was able to boldly confront wrong. It didn’t matter if he was talking to kings, religious leaders, soldiers or farmers. He spoke the truth with power and confronted wrong. But when he saw many of the Pharisees and Sadducees coming to where he was baptizing, he said to them: "You brood of vipers! Who warned you to flee from the coming wrath? Produce fruit in keeping with repentance. And do not think you can say to yourselves, 'We have Abraham as our father.' I tell you that out of these stones God can raise up children for Abraham. The ax is already at the root of the trees, and every tree that does not produce good fruit will be cut down and thrown into the fire (Matthew 3:7-10). These are pretty strong words! John had obviously not read the book, “How to Win Friends and Influence People!” What allowed him to confront so boldly? And what can servant leaders learn from John about bold confrontation?

Boldness in confrontation comes from having nothing to hide.

John called the crowds to “produce fruit in keeping with repentance.” This was a bold call for the listeners to repent and live a different kind of life. John could do this because he had nothing to hide. He had lived a life of personal integrity; he could now call others to change. Leaders who carry even small amounts of guilt or unconfessed sin cannot boldly call others to change. Even if others don’t know about their sin, their own conscience reminds them of their hypocrisy, and their strength to confront is weakened. Servant leaders understand that bold confrontation requires personal integrity.

Boldness in confrontation comes from having nothing to fear.

John was able to confront boldly because he was not afraid of his audience. He called them a “brood of vipers”! Later he also confronted King Herod for a sinful relationship. That confrontation would cost John his life. If John was fearful about his own safety and comfort he would not have been able to confront in this way. But he was not afraid of people so was able to speak the truth boldly. Many leaders are afraid to speak the truth because they are afraid of the response of others. They worry about how the message will be received. Servant leaders carefully consider the impact of their words on their audience. But they are not controlled by fear of the response. This lack of fear should not be confused with lack of wisdom. Saying whatever comes to mind is not a sign of a servant leader! Bold confrontation does not give leaders permission to speak rudely or without respect. Neither does it encourage speech that is hateful or full of contempt for the audience. If the confrontation of a leader is spoken with anger or pride the confrontation is not like John’s. Servant leaders use wisdom but understand that bold confrontation requires freedom from fear.

Boldness in confrontation comes from having nothing to gain.

If John’s goal was to attract more followers, he used the wrong message! In fact, his message seemed designed to reduce the number of those who followed him! He said, “I tell you that out of these stones God can raise up children for Abraham” implying that these people could be replaced. John did not allow the potential results to keep him from speaking the truth. Bold confrontation requires no conflict of interest in results. Leaders who seek only results usually see poor results. This does not imply that results are not significant. But servant leaders determine to speak the truth no matter what it costs. Their motive is not the best results but love for the people they serve. This love compels them to speak “truth in love” (Ephesians 4:15) no matter if they will gain or lose. Servant leaders understand that bold confrontation requires no self interest in the results.

Lead with humility, but when needed, boldly confront like John the Baptist.

For further reflection and discussion:

• On a scale of 1 to 10, how well do I do at bold confrontation? What evidence of this have I seen in my leadership in the past month? What could I have done differently?
• Do I have the personal integrity that it takes to boldly call others to change? If not, what is God inviting me to change?
• Are there areas in my life that I fear the response of others so much that I am afraid to speak the truth? Do I find myself asking these questions: What will they say? What will they think? What will they do? If so, what does this say about my heart?
• Have any of my confrontations been motived primarily by my desire to gain? (This could be financial gain, increasing the number of followers, increasing my own status or position, etc.)
• Reflect on the difference between bold confrontation and speaking without respect for the audience. What is the distinction? Which do I tend to do most often?

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?