Few things need wisdom like trying to divide an inheritance among siblings! Joshua faced this on a national scale as he led the Israelites through the process of dividing up the land into tribal portions.  Joshua employed wisdom in this potentially explosive moment and offers serving leaders practical wisdom for navigating divisive situations.

⁴ Appoint three men from each tribe. I will send them out to make a survey of the land and to write a description of it, according to the inheritance of each. Then they will return to me. ⁵ You are to divide the land into seven parts. Judah is to remain in its territory on the south and the tribes of Joseph in their territory on the north. ⁶ After you have written descriptions of the seven parts of the land, bring them here to me and I will cast lots for you in the presence of the Lord our God (Joshua 18:4-6, NIV).

Joshua employed wisdom by involving everyone.

Joshua instructed the people, “Appoint three men from each tribe.” He involved the people in selecting the leaders who would divide the land into parts. Every tribe had equal representation. Every man carried with him the mandate to get the best portion for their tribe! Joshua wisely created a process in which no one was excluded.

Some leaders face divisive issues and make decisions using their own experience and expertise. But serving leaders recognize that divisive issues require inclusive practices. They wisely pull key people into the decision-making process, ensuring that all voices will be heard.

Joshua employed wisdom by delegating authority.

Joshua gave authority to the men who were chosen, “you are to divide….” Their work was to survey the remaining land and divide it into portions that were equal in value. Undoubtedly, as they traveled through the land they were carefully observing what areas had fertile soil, good pastureland, and fortified cities. Every man was carefully looking at what they wanted but also aware that another tribe might get it, so they chose carefully.  In addition, Joshua selected three people to ensure broader representation and that there would not be a tie vote. By wisely delegating the process, Joshua ensured that no one could accuse him of favoritism.

Some leaders fear that the delegation of authority in a divisive issue will create more problems so they delegate less. But serving leaders wisely find ways to delegate authority that creates better outcomes and group support for the process.

Joshua employed wisdom by retaining decision-making power.

While Joshua involved everyone in choosing the leaders and delegated authority to the leaders in dividing the land, he took charge of the final step in the process. “I will cast lots for you….” Under God’s guidance, he would make the final decisions. He recognized that even with the careful process of dividing the land into 7 portions, if he allowed the leaders to choose, there would be more dispute over who received which portion.

Some leaders abdicate their ultimate responsibility to make final decisions and allow others to selfishly influence the outcomes. But serving leaders recognize that after involving people appropriately, they are responsible for making the decision that best serves the vision and mission of the organization. Then, like Joshua, they employ wisdom from God and decide. 

 Serving leaders employ wisdom to turn potential division into unity. 

For further reflection and discussion:

• Reflect on a leadership decision which you are currently facing that is potentially divisive. With that situation in mind, reflect on the three ways Joshua used wisdom (he involved everyone, he delegated authority, and he retained decision-making power). What can you learn from his example and what will you do to lead with wisdom through this situation?

Reflect on Joshua’s decision to allow the leaders to divide the land into 7 portions. What might have happened if Joshua had divided the land without their involvement? What can you learn from this about delegating authority? 

In addition to these reflections from Joshua’s life, consider the following verses from Proverbs that relate to employing wisdom in divisive issues.  Proverbs 6:16-19; 13:10; 15:1, 18; 16:23-24, 28; 17:14; 18:6, 17; 19:11; 29:22.        

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how Joshua used wisdom in casting vision. 

Joshua led Israel through a series of military campaigns to claim the land God had promised to them. But he didn’t rely on military tactics of his experience—he applied wisdom in his decisions, guided by surrender, obedience and adaptability. Though most serving leaders do not lead armies, they can learn powerful strategy lessons from Joshua’s example.  

 ¹³ Now when Joshua was near Jericho, he looked up and saw a man standing in front of him with a drawn sword in his hand. Joshua went up to him and asked, “Are you for us or for our enemies?” ¹⁴ “Neither,” he replied, “but as commander of the army of the Lord I have now come.” Then Joshua fell facedown to the ground in reverence, and asked him, “What message does my Lord have for his servant?” (Joshua 5:13-14, NIV).

¹³ The seven priests carrying the seven trumpets went forward, marching before the ark of the Lord and blowing the trumpets. The armed men went ahead of them and the rear guard followed the ark of the Lord, while the trumpets kept sounding. ¹⁴ So on the second day they marched around the city once and returned to the camp. They did this for six days (Joshua 6:13-14).

⁹ After an all-night march from Gilgal, Joshua took them by surprise. ¹⁰ The Lord threw them into confusion before Israel, so Joshua and the Israelites defeated them completely at Gibeon (Joshua 10:9-10).

Joshua applied wisdom by surrender.

Before Joshua carried out his first military action he had an encounter with a man blocking his progress. He asked a natural question of the man but was startled when he responded that he was the “commander of the army of the Lord.” Joshua appropriately surrendered! Before he commanded, he surrendered. This was not weakness; it was wisdom.

Many leaders assume that they are in charge and call others to follow. They charge ahead and sometimes ask God to bless their plans. But serving leaders surrender to a higher command. That surrender makes them better commanders.

Joshua applied wisdom by obedient risk taking.

Joshua’s surrender was critical when God gave what seems like foolish and unconventional directions for the battle at Jericho. But Joshua took the risk of moving forward in obedience. He marched around the city for 6 days, then 7 times on the final day, finally giving a united shout. He risked looking foolish losing everything on his first battle!  

Some leaders move forward only when the strategy is logical and clear. But serving leaders are willing to take risks of obedience when they have received instructions from God.

Joshua applied wisdom by embracing change.  

After demonstrating obedience, Joshua still had to learn to embrace change. When Joshua marched around Jericho it took a week. But when he attacked the coalition of kings who were against the Gibeonites, he employed an overnight march and took them by surprise. In many other situations, Joshua embraced change and used different tactics at God’s instruction. He refused to fall into the trap of believing that what worked previously should become the standard practice. He was able and willing to pivot and try new methods.

Some leaders find ways that work and then refuse to consider changes. But serving leaders are willing to consider new ways of accomplishing the mission. Their surrender to God’s instruction is the foundation from which they make decisions. 

For further reflection and discussion:

Have I fully surrendered to the authority of God to direct my life and leadership? What does this look like in my daily leadership practices?

Do I naturally take or avoid risks? How does that impact my leadership? Am I willing to take risks when I clearly hear God’s instruction? What do I do to ensure that I’m able to accurately hear God’s direction?

When is the last time I tried a new approach in my leadership? How open am I to change? How do I determine when change is healthy and when it is a distraction?

In addition to these reflections from Joshua’s life, consider the following examples of his military strategy as well as some from Proverbs: Joshua 6:1-27; 8:1-13; 11:1-9; Proverbs 15:22; 16:3, 9; 24:6   

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how Joshua employed wisdom in times of division.  

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 don’t avoid authority, they use it to serve! They welcome authority as a way to build others up, move the organization in the direction it needs to go, etc. Paul, as we saw in the last issue, used authority to build others up. Now, let’s reflect on a short statement he made which is packed with leadership insights about authority.  

Follow my example, as I follow the example of Christ (1 Corinthians 11:1, NIV).

Paul boldly and unapologetically calls the believers at Corinth to follow his example! He is using his authority to spur them on in the direction they need to go. He is serving by using authority and his statement provides several insights into how serving leaders use authority.  

Using authority involves modeling.

“Follow my example, as I follow….” Paul makes it very clear that he is not asking others to do something that he is now willing to do. He is calling them to do what they have seen him doing. He models to his followers what he asks them to do. He models being under authority before exercising authority. He is a follower before he is a leader. Some leaders give directions but don’t model what they ask others to do. Serving leaders first show the way and then call others to follow. This compels serving leaders to first examine their own lives before they call others to follow. They recognize that they need to model the values, mission and purpose of the organization they lead before they can boldly ask others to follow. Where they fall short, they acknowledge their failure and seek to improve. Then, they are not ashamed to tell others, “Live and work like I do!” Serving leaders model the way before using their authority to ask others to follow. They serve others by modeling the way.

Using authority implies direction.

Paul, in these few words was clearly using his authority to providing direction to those who followed him.  “Follow my example…” He is not ashamed to set the standards of what he expects from his followers. As he does this, he brings focus and clarity to the direction he is calling people to go. Some leaders are reluctant to point others in a clear direction. They feel that serving others means moving only when everyone agrees. Leaders who seek consensus from everyone often cannot move forward. Serving leaders understand that their authority is given to them for the purpose of setting direction. They gladly seek input and counsel from their team but they do not hesitate to clearly articulate the direction needed. They serve the mission of the organization by clearly pointing out the direction which is needed.   

Using authority inspires action.

Leadership involves getting things done, using authority to help people move in the desired direction.  Paul’s instruction here is a clear call to action for the believers in Corinth. He sets the example with his own life. He points out the direction that movement is needed. As he serves with these leadership actions he inspires action from the followers.

Paul’s instruction here can be lost in the context of his showing an example, but he says “Follow” as a command, an instruction. It is a call to action, to movement in a direction.

Some leaders use their position to call people to action. They use the power of a paycheck or other incentives to help people act. But serving leaders use their authority to inspire others to act. As serving leaders model the way and clarify direction, they inspire action! Those who follow understand what is expected of them and they are motivated to move forward. A serving leader is in charge to charge others up! They serve by inspiring action from others.

For further reflection and discussion:

• How well do I model the purpose, values and mission of the organization I lead? How does this impact my ability to serve my team? Can I say with confidence, “Follow my example”?
• How effectively do I use my authority to provide direction to those that I serve? Am I more inclined to lead only when there is consensus or to lead without consulting others? What can I do to strengthen the clarity of direction needed in my organization?
• How well does my leadership inspire others to act? Are there ways that I use my leadership authority to force others to act rather than inspire them to act?                     

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how serving leaders release authority.

Barnabas was an influential leader in the early church, but he didn’t serve alone. Barnabas served with a team. Nearly every reference to Barnabas includes him with at least one other person. This can be seen most clearly at the church in Antioch where Barnabas was sent to provide leadership after a small church was launched there. He first encouraged the believers. But right away he went to Tarsus to find Saul and brought him to Antioch. Together they worked to strengthen this church and built a team of leaders that eventually sent Barnabas and Saul on what would become the first missionary journey.  

¹Now in the church at Antioch there were prophets and teachers: Barnabas, Simeon called Niger, Lucius of Cyrene, Manaen (who had been brought up with Herod the tetrarch) and Saul. ² While they were worshiping the Lord and fasting, the Holy Spirit said, “Set apart for me Barnabas and Saul for the work to which I have called them.” ³ So after they had fasted and prayed, they placed their hands on them and sent them off (Acts 13:1-3, NIV).

Barnabas served others by serving with others. He models how serving leaders build teams around them that help to carry out the vision and mission of the organization.

Serving with a team affirms diversity.

Barnabas knew he needed Saul; he also recognized that he needed the others on that team to help build this church. The team at Antioch was very diverse. There were different gifts, different races and nationalities and certainly different personalities. Each of these brought their own unique strengths and perspectives to the team.

Some leaders try to build teams of people just like them, people who will see from their perspective and not offer different views. But serving leaders recognize the strength that comes from diversity. They acknowledge that they will never be a well-rounded leader, but they can develop a well-rounded team. They affirm the different gifts and perspectives that others bring to their teams and deliberately seek to build teams around strengths.  

Serving with a team achieves direction.  

Together the team heard God’s direction and were able to begin the first intentional outward expansion of the church. Their decision would take the church to the entire known world. There was strength in the direction they took because they were not working alone. They discerned together and could then move together.

Many leaders find that it’s easier to make decisions alone and set the direction of the organization alone. It seems quicker and less complicated to set direction this way. But serving leaders acknowledge that a team provides greater wisdom.  Serving leaders work through teams to accomplish the mission of the organization. They recognize that they cannot do as well or as much alone. Their teams provide needed wisdom and perspective that help them make good decisions that align with God’s purpose for their existence. 

Serving with a team avoids disruption.  

Following this team decision, the two key leaders left the church but the church continued thriving! Not only were the gifts and callings of Barnabas and Saul released to the world, but the leaders that remained at Antioch were also raised up to new levels of authority and responsibility. This was only possible because they were working as a team.  Where there is no team when a leader is gone, the work often collapses. But serving leaders know that long term success only comes when they build teams that can carry on after their departure. They acknowledge that where there is no teamwork, there will be no ongoing work. So they choose to serve by building teams.

For further reflection and discussion:

• How does the way Barnabas served with a team challenge me as a leader? What action can I take this week to be more like him?
• Reflect on your current team. How diverse is my team? Do we have all the perspectives and strengths that are currently needed? What strengths, if any, are missing from the team?  
• Do I tend to make strategic decisions on my own or with my team? In what way does this impact my leadership? What can I do to strengthen the ability of my team to make wise decisions?
• What would happen to my organization today if I was suddenly gone? Is my team equipped to carry on the vision without me? If not, what steps do I need to take to help them be ready?
• Barnabas built a team that ultimately released him to a greater and higher calling. Am I preparing my team to release me? What might next steps look like for me?

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how Barnabas served with worship.  

Serving leaders long for those who follow to not only learn what to do, but how to think for themselves. So, they ask powerful questions of those who follow and use this one to help develop their leadership capacity.  Serving leaders look at the question God asked Moses, “What is in your hand?” They first apply it to themselves by asking “What is in my hand?” Then, they reflect on what this question means for those who follow them and they also ask it of them.

 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).

Serving leaders ask this question of their followers with three objectives.

Serving leaders ask “What is in your hand?“ to reveal potential.

In this story God saw the potential Moses had, but Moses did not! God does not give Moses a list of things He saw, but instead asks the question. He wants Moses to see the staff differently than before. Serving leaders ask the same question so that their followers will discover gifts that they have within themselves. They might need to ask several times or to add “What else do you have?” after some answers have been provided. Serving leaders desire for their followers to see that they are not simply “ordinary” persons, but individuals that have been created in a unique way for a specific purpose.

Serving leaders ask “What is in your hand?“ to release creativity.  

God was calling Moses to use his staff in a new way and his thinking needed to change. Serving leaders decide that instead of providing solutions to problems, they can serve better by asking someone, “What could you do to solve this problem?” or “How could you improve this process?” They develop people by asking the question until the creativity within begins to be revealed.

Serving leaders ask “What is in your hand?“ to resist dependency.  

All leaders are tempted to be the one with the answers. God certainly had answers for Moses! But God asked Moses the question to make him think. He wanted Moses to stretch his own thinking and not always depend on someone to tell him what to do. God chose to use what was in Moses’ hand instead of giving him something new. Serving leaders learn from Moses to ask “What is in your hand?” in ways that help followers become less dependent on the leader. This is a process of discipleship which may take a significant amount of time but gradually the serving leader helps the follower to be able to think on their own, to make decisions and take action. They serve by asking the question that forces the follower to see themselves as someone with answers. Serving leaders have answers but they often serve by asking questions instead of dispensing information.    

For further reflection and discussion:

• When I see potential in others do I tend to ignore it? Point it out? Or do I ask a question that allows them to discover it in themselves? Who can I ask this week, “What is in your hand?”
• How do I encourage creativity among those who follow me? Am I able to hold my ideas and answers in order to encourage others to think first and plan?
• Do I find my identity in providing answers to people’s questions? In what way does that impact my leadership?
• Over time, are people becoming more dependent or less dependent on my presence? What does this say about my heart to serve others?                 

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at another question serving leaders ask themselves, “How am I growing?”.

Leaders are often forced to navigate different sides on many divisive issues of our time. We live in a world that takes sides on political persuasions, social views, health issues, economic perspectives, and many more. The sides chosen by a leader deeply impact their own leadership and those who follow. When a leader chooses a wrong side, they may quickly be sidelined! How does a serving leader decide which side to take? Joshua had an encounter with a man that provides help for serving leaders choosing sides.  

¹³ Now when Joshua was near Jericho, he looked up and saw a man standing in front of him with a drawn sword in his hand. Joshua went up to him and asked, “Are you for us or for our enemies?” ¹⁴ “Neither,” he replied, “but as commander of the army of the Lord I have now come.” Then Joshua fell facedown to the ground in reverence, and asked him, “What message does my Lord have for his servant?” ¹⁵ The commander of the Lord’s army replied, “Take off your sandals, for the place where you are standing is holy.” And Joshua did so. (Joshua 5:13–15).

Joshua was leading God’s people into their first battle. It was a crucial time. Success at this point would greatly boost his reputation while a failure would be devastating. He wanted to make sure his side would win! When he meets the man with the sword, likely an angel, Joshua asks a natural question, “Are you for us or for our enemies?”  What does his encounter teach serving leaders?

Serving leaders acknowledge their own side.

Joshua saw the situation from his side. He wanted to know if this man was for him or against him. “Are you for us or for our enemies?” But in the encounter, he realizes that there is another side which he has not considered. Serving leaders acknowledge their own bias to think in terms of sides. They recognize they see the world with the question, “Do you support my vision or my competitors?” But from Joshua, serving leaders learn the need to stop and recognize that there are other sides!    

 Serving leaders accept God’s side.

Joshua must have been shocked with the man’s response, “Neither,” he replied, “but as commander of the army of the Lord I have now come.” This response completely changed the conversation and reframed the question. It was no longer, Joshua’s question changed from “Who is on my side?” to “Am I on the right side?” God calls serving leaders to change their vantage point, not right and wrong, but about who is in charge. God’s agenda is above ouragenda. His side is often not found in either side of our loud debates. Serving leaders do not compromise truth but they acknowledge that their own view is limited and may not be as close to God’s as they previously thought! Serving leaders don’t dismiss their vision, they just submit that vision to a higher purpose. They accept that their role is not to convince people to join their side, but to rally everyone to God’s side. Serving leaders recognize they can’t win the battle for sides until they get themselves on God’s side.

Serving leaders adjust to a new side.

Joshua fell facedown! He would go back to the same people and continue to lead them into battle at Jericho. But his perspective has changed. He recognizes that he is leading on God’s side, not asking God to be on his side. He would still command, but as one under authority. He would no longer call people to “his side”, instead he would invite all to join him on God’s side. Serving leaders adjust their leadership to acknowledge that God is not on their side; they are on God’s side. They humbly ask God for His direction on the divisive issues facing them and learn that the sides are not so much about ‘us’ and ‘them’ if they focus on Him!

For further reflection and discussion:

• What situation am I currently facing in my leadership that is divisive or in which people take opposing sides? Consider that issue as you work through the following questions.
• In what ways do I naturally see the different “sides” only from my side? What have I done in the past week that illustrates this? How could I get a more balanced view of the ‘other’ side?
• In this situation, how do I assume that God is on my side? What difference does this make in how I lead? What if I asked God if He was on my side on this issue and He responded, “Neither,” he replied, “but as commander of the army of the Lord I have now come.”?  How might that shape the way I respond? Do I fear that truth will be compromised or can I trust that God knows truth better than I?
• What does it mean for my leadership for me to ‘fall on my face’ on this issue? When I get back up, how will my leadership be different?  

Until next time, yours on the journey,

Jon Byler

In the next issue, we will begin looking at the life of Boaz.

Leaders choose other leaders to join their team and help carry out the vision. But the process they use to choose varies depending on the context.

The Book of Acts provides at least four different ways that the early church selected leaders. One of them was used when the need arose for the role of deacons.

“¹In those days when the number of disciples was increasing, the Hellenistic Jews among them complained against the Hebraic Jews because their widows were being overlooked in the daily distribution of food. ²So the Twelve gathered all the disciples together and said, “It would not be right for us to neglect the ministry of the word of God in order to wait on tables. ³Brothers and sisters, choose seven men from among you who are known to be full of the Spirit and wisdom. We will turn this responsibility over to them ⁴and will give our attention to prayer and the ministry of the word.” ⁵This proposal pleased the whole group. They chose Stephen, a man full of faith and of the Holy Spirit; also Philip, Procorus, Nicanor, Timon, Parmenas, and Nicolas from Antioch, a convert to Judaism” (Acts 6:1-5).

Servant leaders recognize that empowering others to make a decision may sometimes be the best way to choose leaders.

The process of choosing by popular selection. In this situation, seven deacons were chosen. But the apostles did not make the selection; they invited the group to select the individuals who would become the leaders. This was popular selection, close to what we might call a democratic process in which a vote is taken. This could have been a frightening step for the apostles. What if the people choose the wrong person?

This method is used in many churches where votes are counted, and the ‘winner’ is announced. This may not happen often in a business, but a servant leader who is the owner or leader may invite others to participate in the process by giving their thoughts, feedback or evaluation. Even if the ultimate decision is not determined by a vote, a servant leader is willing to allow others into the process. This method requires humility and deep faith in the people and God! Servant leaders are willing to release their power to others.

The power of choosing by popular selection. This method has several advantages. One obvious advantage is that those who will be led are empowered by being involved. “This proposal pleased the whole group.” When people are involved in a decision, they are less likely to complain about the outcome!

Not only this, but the leaders chosen by this method feel the support of those that they will lead from the very beginning. They begin leading with the confidence that those they are leading want them to serve in that role. Another advantage of this method is that the people making the decision are likely closer to the potential leaders than the leaders who are at the top of the organization. Servant leaders acknowledge that they are not the only ones who can choose leaders and that others may wisely be involved.

The pitfalls of choosing by popular selection. Servant leaders acknowledge that there are some practical dangers in the democratic system. One danger is that popular selection may leave God out of the process! The choice can become a popularity contest.

Another danger is that the focus on pleasing people may become more important than the call to lead people. This is a danger especially for those whose personalities love to please others.

But servant leaders can wisely influence and guide the selection process even when others make the decisions. The apostles did set some parameters here before the vote; they required candidates that were “full of the Spirit and wisdom.” Leaders can call for fasting and prayer before and during the process. They can also provide instruction on what kind of leaders are needed.

Servant leaders see the option of choosing by popular selection as one of the ways God can direct the building of their team. But they also recognize that there are times God will lead them to choose another method. In the next issue, we’ll look at one of these: appointments.

Until next time, yours on the journey,

Jon Byler

For further reflection and discussion:

• How have my previous experiences and the thinking of those around me shaped my view of whether or not popular selection is a good way to choose leaders?
• How likely am I to use popular selection to choose a leader? If I am very likely to use it, have I consciously avoided the pitfalls of this method? If I am unlikely to use it, in what ways might God be calling me to consider this method as a practical option for my situation?
• In what situations might popular selection be the best choice for me to choose leaders? In what situations might popular selection be a poor choice for me?    

Copyright, Global Disciples 2020.

To whom do you listen when you have a tough decision to make? Rehoboam, like all leaders, had a choice to make. And the choice of who the leader listens to can have significant outcomes, as it did for Rehoboam.

We have already seen that Rehoboam learned that failing to listen would cost his leadership. But even leaders who listen well will not be able to make decisions that make everyone happy. So, it’s important for servant leaders to choose to listen to the right people.  Let’s learn from Rehoboam!

 Then King Rehoboam consulted the elders who had served his father Solomon during his lifetime. “How would you advise me to answer these people?” he asked. They replied, “If you will be kind to these people and please them and give them a favorable answer, they will always be your servants.” But Rehoboam rejected the advice the elders gave him and consulted the young men who had grown up with him and were serving him. He asked them, “What is your advice? How should we answer these people who say to me, ‘Lighten the yoke your father put on us’?” (2 Chronicles 10:6-9).

Servant leaders listen to all those they serve.

Rehoboam first consulted the elders and then the young men. He wisely chose to listen to both sides for this decision. Many leaders only listen to the people who already agree with them! Their listening only reinforces what they want to do. This is not listening well! Servant leaders learn to listen to all sides before reaching a conclusion. They welcome those with different viewpoints to the table and listen intently to all those they serve.

Servant leaders listen to those who serve others.

There was certainly a difference in the age of the two groups Rehoboam listened to, but there was something more that separated them. The older men had “served his father Solomon during his lifetime.” Those in the younger group “were serving him” (Rehoboam). This was a difference of perspective.

Because of their previous leadership, the men that had served his father brought a depth of experience and wisdom. They could see a much broader perspective. They were less interested in pleasing Rehoboam and more concerned for the nation. He had not appointed them! Rehoboam wisely turned first to this group. It would have seemed more natural to first hear from those who served him! Servant leaders learn to listen to those who serve others; they have wisdom to share!

Servant leaders listen to those who serve them.

Rehoboam then listened to the group “who had grown up with him and were serving him.”They pointed him in the direction he was already inclined to follow. For all leaders, this is the easiest group to hear—those around us who are eager to serve. They follow us and it is certainly wise to hear their voices and opinions. But servant leaders learn to listen to this group with caution, knowing that what feels good may not always be the wise direction. Servant leaders recognize that listening well to others does not always mean deciding to do what they advise.

Servant leaders listen to the one they serve.

Rehoboam took time and effort to listen to two very important groups of people, but he failed to listen to God! He had three days to listen, but we have no indication that he asked God for wisdom as his father had done. Servant leaders can learn from him that both groups are helpful but not adequate. Listening to God would have perhaps given Rehoboam the perspective he needed to overcome his pride and focus on position.

Servant leaders listen well to others, but also to the one they serve and allow His voice to be the loudest of all!

Until next time, yours on the journey,

Jon Byler

For further reflection and discussion:

• When I have a significant decision to make, to whom do I listen? Is this person or group the right one? Are there others I should be deliberate about hearing?
• Who are the people in my circle of influence who would fit in the category of serving others? (Either they were there before I was the leader, or they have served other leaders enough to gain different perspectives.) How could I find ways to listen to them?
• How do I deliberately include God in my decision-making process? Are there things I can do to allow His voice to be heard more clearly?

In the next issue, we’ll examine what leaders lose when they fail to listen.

If I asked you, “Do leaders talk, or listen?” what would be your most likely response? We usually focus more on what leaders say than on how they listen. But the short story of Rehoboam’s early leadership, found in 2 Chronicles 10, has many insights for servant leaders on the art of listening. Rehoboam is an example of a leader who tried to listen but failed miserably. Let’s learn from him!

Rehoboam was Solomon’s son and took over the kingdom of Israel after his father’s death. Early in his reign, a group led by Jeroboam*, a former high ranking official under Solomon and a rival leader, came with representatives of ten tribes to ask what kind of leader Rehoboam would be. They said, “Your father put a heavy yoke on us, but now lighten the harsh labor and the heavy yoke he put on us, and we will serve you” (2 Chronicles 10:4).

What a leadership opportunity for Rehoboam! He asked for three days to think about it and consulted two groups of advisors, some young and some older. After three days Rehoboam met again with group. The king answered them harshly. Rejecting the advice of the elders, he followed the advice of the young men and said, “My father made your yoke heavy; I will make it even heavier. My father scourged you with whips; I will scourge you with scorpions.” So the king did not listen to the people…When all Israel saw that the king refused to listen to them, they answered the king: “What share do we have in David, what part in Jesse’s son? To your tents, Israel! Look after your own house, David!” So all the Israelites went home (2 Chronicles 10:13-16).

Because Rehoboam chose not to listen, the kingdom was divided! Servant leaders learn from Rehoboam that good leaders choose to listen.

Servant leaders learn that listening has more influence than position.  

Rehoboam had the position of ultimate power. He thought that as the king he could say whatever he wanted done, and people would follow. He learned the hard way that the willingness of followers to serve is not unlimited. They turned away from him in rebellion. Leaders who refuse to listen will eventually lose their position! It may not always happen as quickly and dramatically as it did with Rehoboam, but servant leaders learn to listen well!

Servant leaders learn that listening takes time.

Rehoboam took three days to decide what to do. When he heard the request from the people he wisely asked for time, asked for counsel, and heard from people on opposing sides. In this, he did well and demonstrates that listening takes time. It would have taken less time for Rehoboam to give his reply immediately as many leaders do! It is much easier for leaders to jump into action before stopping to listen. Servant leaders choose to take the necessary time to listen well.

Servant leaders learn that listening takes effort.

We can’t know all that happened in those three days, but Rehoboam tried hard to make a good decision. He listened to different opinions. Some advised him to treat the people gently and others harshly. He must have pondered what to do as he ate in the evening and while he went to sleep. Listening took effort on his part. In the end, he took the easy path that appealed to his own flesh and required less from him. Even though he listened to the wrong group, servant leaders learn from Rehoboam that listening well takes effort.  

All leaders have a choice; they can listen or try to lead without listening. Servant leaders choose to listen.

Until next time, yours on the journey,

Jon Byler

For further reflection and discussion:

• As a follower, what experiences have I had with leaders who listened well or who did not listen well? How did their listening, or lack of listening, impact my willingness to follow them? What does that teach me now as a leader?
• Do the people who follow me believe that I listen to them? If I am not sure, do I have the courage to ask them for an honest response? How does that impact my leadership?
• What current leadership challenge is giving me an opportunity to listen well? Have I taken the time needed to listen to all sides? Have I made the effort to listen well? What more should I do after learning from Rehoboam?             

*Jeroboam had been a leader in Solomon’s court, in charge of the whole labor force. A prophet told him that he would be king over ten tribes, so he rebelled. Solomon tried to kill him, and he fled to Egypt. (Read the story in 1 Kings 11:26-40.) He returns after the death of Solomon and speaks with Rehoboam in the story we are considering.