Leaders lead—but they also follow! We have examined how serving leaders follow those in authority over them and how they follow those ahead of them. In this issue, we’ll continue to look at Paul’s instructions to the church in Corinth and reflect on how leaders follow those around them, their peers.   

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

We can easily overlook the fact that when Paul says “follow my example” he was not writing to an individual but to the entire church. He expected the Corinthians to be followers as a group, not as individuals. Paul assumed they would learn from each other and help each other on this journey. Serving leaders reflect on what it means to lead not in isolation but with others who are on the same journey.  Just as serving leaders follow those who are over them and ahead of them, they also humbly learn to follow those around them. 

Serving leaders follow those around them by noticing.   

As Paul encouraged this group to follow his leadership, he expected them to look around at the others in the group and notice what they were doing. A serving leader can also learn by simply noticing what others around them are doing. In some cases, a leader will be able to see positive examples from which to learn. In the Corinthian church, there were lots of examples of people not doing well! All peers offer learning opportunities to leaders who simply notice.

Some leaders are so focused on what they are doing that they don’t notice what others are doing. But serving leaders look around. They observe their peers and learn from them. Where they see their peers making mistakes, they make corrections in their own leadership to avoid the same mistakes. Where they notice success, they are secure enough to affirm that success and reflect on what they can learn from it. They follow their peers by noticing.  

Serving leaders follow those around them by adapting.   

Some leaders see success in another place and rush to imitate what is being done with no discernment of how it will work in the context of their own gifting, vision, and mission. But as serving leaders notice what their peers are doing that is working well, they reflect on what they can learn and apply to their own leadership context. They do not rush to imitate exactly what another person is doing but ask themselves how the success of their peers could best be adapted to their own situation. They may seek counsel from someone ahead of them to help discern what adaptations would be most helpful.  They follow their peers by adapting.

Serving leaders follow those around them by collaborating.

As Paul encouraged the group at Corinth to follow him, he taught them a lot about the unique gifts each person brought to the team. He was encouraging interdependence among them. Serving leaders learn to collaborate with their peers. They acknowledge that they do not have strengths in every area and that there is someone else on the team who can complement their weaknesses.

Some leaders see everyone around them as a potential threat, a competitor. But serving leaders see people around them as opportunities to become stronger. They follow their peers by collaborating.

Following peers requires much thought and discernment and serving leaders should not follow them alone but as they follow those over them and ahead of them. Following only peers is short-sighted; not following them is equally blind! Serving leaders see those who are around them as a valuable gift and gladly follow.

For further reflection and discussion:

• How has my leadership been shaped, or not shaped, by those around me? How has this helped or hindered my own growth as a leader?
• Who do I consider my peers in leadership? (List at least 5 other leaders.) Have I seen this group as competitors or people that I can learn from? In what ways can I learn from their lives? What could I adopt from their leadership that would be effective in my own context?   
• What are specific ways that I could collaborate with my peers? What one step will I take this week to begin this process?
• Read the account of Paul’s interaction with the church leaders in Acts 15. Reflect on how Paul related to them as they grappled with a very contentious issue. Are there ways in which he showed respect for them as authorities in the church? Are there ways he acknowledged that the group of leaders at Jerusalem were ahead of him? In what ways might he have considered this as a group of his peers? What do you learn from his example that can be applied in your own leadership?  

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how leaders follow those under them.

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.  

All leaders fight battles—but not all leaders know what battles they should fight or how to win the battles. Paul gave Timothy instructions about how to serve others by successfully fighting and winning the right battles.

¹⁸ Timothy, my son, I am giving you this command in keeping with the prophecies once made about you, so that by recalling them you may fight the battle well, ¹⁹ holding on to faith and a good conscience, which some have rejected and so have suffered shipwreck with regard to the faith (1 Timothy 1:18-19, NIV).

¹¹ But you, man of God, flee from all this, and pursue righteousness, godliness, faith, love, endurance and gentleness. ¹² Fight the good fight of the faith. Take hold of the eternal life to which you were called when you made your good confession in the presence of many witnesses (1 Timothy 6:11–12).

Some of Paul’s instructions to Timothy go against the natural instincts of a leader who is faced with a battle. But serving leaders carefully observe what Timothy learned from Paul and learned how to fight by running in the right direction at the right time.

Timothy learned to fight by running back.   

Paul encouraged Timothy to remember the “good confession” and the prophecies that had been made about him “so that by recalling them you may fight the battle well…”  Timothy learned to fight by running back to the memories that would help keep him grounded. He needed to remember who he was, why he was called, and the great purpose for which he served as a leader. As he ran back, he would gain clarity on which battles to fight and which direction to run.

Some leaders facing battles run away instead of running back. Others run quickly towards the battle but lack the solid footing that comes from recalling their purpose. They run into the battle with no sense of who they are or why they are leading. Serving leaders facing any battle fight first by running back! They run back to where they get their stability and strength. They reflect on where they have come from and why they are leading. They recall their great purpose. Then, with clarity of purpose and focus, they can face the battle.

Timothy learned to fight by running away.

Paul also encouraged Timothy to fight by fleeing “from all this”! It does not seem courageous to avoid battles, but Timothy learned that some battles are won by running away! (*See note.) He needed to turn away from areas of temptation and weakness.

Some leaders try to fight every battle. They simply charge forward believing that if there’s a battle, they should lead the charge and win. But serving leaders run away from some battles and find victory by avoiding the things that lead them in the wrong direction.

Timothy learned to fight by running toward.

At the same time Paul urges Timothy to flee from some things, he tells Timothy to “pursue” others. Timothy was learning to fight by running toward what was right and good. As he pursued these things, he strengthened his leadership capacity and was better able to serve those he was leading.

Some leaders never learn to run towards the right goals. They settle for short term wins and quick success. They measure victory only by the “bottom line” instead of the finish line. But serving leaders fight by running towards the qualities and actions that will bring ultimate success to those they serve.

Timothy served well by fighting battles well. Serving leaders learn to serve those under them by knowing when to run back, when to run away, and when to run toward their battles.

For further reflection and discussion:

• How can I learn to run in the right direction when I face the battles of leadership? What do I need to run back to that will keep me grounded?  What things do I need to run away from? What things do I need to pursue? What happens when I run toward before I run back or away?  
• Reflect on those you lead. What can I do to encourage them to develop their ability to fight well? Do I need to remind some to run back to their grounding? Are there ways I need to encourage some to flee areas of weakness? How do I call my team to pursue what is good?       
• In addition to the verses we used in this issue, consider the following: 1 Timothy 1:18, 6:6-11, 20-21; and 2 Timothy 2:22.  What additional insights do you find from these verses about how Timothy fought by running?               

Until next time, yours on the journey,

Jon Byler

(*In this context Timothy was especially encouraged to flee from the desire for money.  In another place Paul warns him to flee sexual temptation (see 2 Timothy 2:22). Both of these are areas where many leaders lose the battle.)  

As we conclude this series on the life of Timothy, I want to acknowledge the hard work of those who serve behind the scenes to get these out to you! Milonica Stahl-Wert and Linda Boll both use their keen editing skills to sharpen these emails. And Brian Drewery does all that is needed with technology to get these on our websites and on their way to you. Our world is better because of many who, like them, serve behind the scenes!

 If you enjoyed this series, click here to get the entire series in one document.

In the next issue, we’ll begin a series on the serving leader and money.

We have already seen several factors that helped Timothy grow in his leadership capacity. He was hungry to learn, he paid the price of leadership, he learned the Word and how to think and reflect. Timothy left hindrances behind and learned self-control as he became a role model. In this issue we focus on another factor that helped make Timothy an effective leader—he established healthy friendships. Consider these verses:

² People will be lovers of themselves, lovers of money, boastful, proud, abusive, disobedient to their parents, ungrateful, unholy, ³ without love, unforgiving, slanderous, without self-control, brutal, not lovers of the good, ⁴ treacherous, rash, conceited, lovers of pleasure rather than lovers of God—⁵ having a form of godliness but denying its power. Have nothing to do with such people (2 Timothy 3:2–5, NIV).

To Timothy my true son in the faith: Grace, mercy and peace from God the Father and Christ Jesus our Lord (1 Timothy 1:2).

Do your best to get here before winter. Eubulus greets you, and so do Pudens, Linus, Claudia and all the brothers and sisters (2 Timothy 4:21).

These verses indicate that Timothy succeeded in establishing relationships that were healthy and beneficial to him and to the others involved. Serving leaders seek to act in the same way to develop healthy relationships.

Timothy’s healthy friendships resulted from choosing.

Paul reminds Timothy that there are many people who would not be healthy friends. He cautions Timothy strongly, “Have nothing to do with such people.” Timothy learned to choose friends well. He understood that the choices he made in his relationships would either strengthen or undermine his leadership.

Many leaders don’t give careful thought to their choice of friends. They might choose friends based on perceived advantages or how the friendships can benefit them. Or they may simply allow relationships to develop without conscious thought. But serving leaders think carefully about those with whom they spend time. While they seek to love and serve everyone, they choose their friendships deliberately and thoughtfully.

Timothy’s healthy friendships required commitment.

 Paul didn’t have any biological children but called Timothy his “true son.” How did Timothy earn this endearing position with Paul? He had shown his loyalty and faithfulness to Paul for years, demonstrating his commitment to their relationship. As he paid the price of a healthy friendship with Paul, he learned how to have healthy relationships with others.

Some leaders want the benefits of healthy relationships but are not willing to invest the time, energy and commitment that is required. Serving leaders recognize that healthy friendships are costly but worth the investment. They focus on loving and serving well and see their commitment rewarded with healthy friendships.

Timothy’s healthy friendships released companionship.

When Paul was in prison and awaiting martyrdom, he summoned his faithful friend Timothy for a last farewell indicating the depth of their friendship. And he conveyed greetings from many others who loved Timothy deeply. After years of carefully selecting the right friendships and investing deeply in them, Timothy—and his friends—reaped the reward of genuine companionship, something every person longs to achieve.

Many leaders come to the end of their lives and tragically discover that they really don’t have any committed companions that will be with them. Serving leaders, like Timothy, choose their friends carefully, nurture those relationships diligently and have some of the richest relationships possible as a result.

For further reflection and discussion:

• How would I describe “healthy” and “unhealthy” friendship?
• As I reflect on my current relationships how satisfied am I at the health of these relationships? What, if anything, do I need to change?
• What one relationship can I focus on in the coming month to strengthen and how will I invest deliberately in this friendship?
• Reflect on those you lead. What can I do to encourage them to develop healthy friendships?        
• In addition to the verses we used in this issue, consider the following: 1 Timothy 4:6-7; 5:1-2, 21, 24-25; 6:20-21; 2 Timothy 1:2, 15-18; 2:16-18; and 4:9-12. What additional insights do you find from these verses about how Timothy cultivated healthy relationships and the results of his actions?

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how Timothy related to different generations. In this series we’ve been looking at the life of Timothy. It’s a great time to read through the two books in the Bible with his name, written to him by Paul. As you read, reflect on what Timothy did to grow as a leader and how his actions apply to your own growth.

Do you ever wonder what will happen to your work after you are gone? All leaders grapple with this question and either answer with intentionality or ignore it to their peril. In this series we’ll look at the Apostle Paul’s answer to this question and the way he developed a leadership pipeline to ensure that his work would continue after he was gone.

Perhaps more than any other single person, Paul’s masterful leadership led to the rapid expansion of the Christian faith throughout the Roman world. He didn’t work alone; he developed a leadership pipeline that multiplied his impact. One of the best known of these is Timothy, the leader that was ultimately left in charge of the church Paul planted in Ephesus. In this series we’ll examine how Paul developed Timothy and learn how all serving leaders can develop a leadership pipeline.  First, we’ll look at how Paul chose Timothy and what we can learn from his methods.  

 ¹Paul came to Derbe and then to Lystra, where a disciple named Timothy lived, whose mother was Jewish and a believer but whose father was a Greek. ² The believers at Lystra and Iconium spoke well of him. ³ 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 16:1-3, NIV).

Choosing leaders requires open eyes

Paul came to Derbe and then to Lystra, where a disciple named Timothy lived. Paul knew that the continuation of his work would require others, so he was looking for people that could join him on his journey. His eyes were open and as he observed the disciples in Lystra he saw Timothy. Some leaders focus only on their own vision and don’t think strategically about what will happen after they are gone. They fail to see what others can contribute. But serving leaders recognize that since their work brings great value to the world, they need God’s help to find others who will build on their foundation and carry out their great purpose.

Choosing leaders requires a commitment to partnership  

Paul saw Timothy and “wanted to take him along on the journey.”  He had a desire, not simply to have an extra worker on the team, but he was looking for a partner on the journey. Paul was committed to a partnership that would equip Timothy to grow and develop his own leadership capacity. He recognized that developing leaders was something that would require significant investments of time, training, and teaching before the results would begin to multiply. Some leaders seek people to help but are not taking them along on the journey. They simply want people that will help them accomplish their vision. Serving leaders choose others to be partners with them on the journey and are ready to invest deeply in that person.

Choosing leaders requires careful evaluation

The believers at Lystra and Iconium spoke well of him [Timothy]. Paul was careful to evaluate Timothy before calling him to join the team. He had likely heard about Timothy before he arrived in Derbe and perhaps had even met him on the previous visit with Barnabas (see Acts 14:6-23). On that visit he had established a church where Timothy’s mother and grandmother became a part. In any case, he listened carefully to what others, who knew Timothy better, said about him. He evaluated his reputation with others and also considered the advantages and disadvantages of his heritage. Some leaders call others because they are available but serving leaders use prayerful evaluation before asking others to join their team.  Then they are ready to build their leadership pipeline by choosing a leader to join.

For further reflection and discussion:

• Are my eyes continually open to see potential leaders around me? What impact does this have on what will happen to my work after I am gone?
• Do I approach my leadership with the perspective that Paul had, desiring to take others along on the journey? Or do I see my leadership as my own journey? How does this impact the way I see others around me?    
• What is my process for evaluating those I call to join my team? In what ways can this be strengthened? Do I listen well enough to what others say about the person I am considering?       

Until next time, yours on the journey,

Jon Byler In the next issue, we’ll look at how Paul prepared the leaders he chose.

Serving leaders can learn many actions from Barnabas that can increase their leadership skill and capacity. We have already reflected on his generosity, his encouragement, and his work within a team. A closer look at his story reveals the source of these positive attributes.

 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).

What was Barnabas and this leadership team doing? Were they brainstorming about the future? Developing a five-year strategic plan? Setting SMART goals for the future? While these actions are all appropriate, this team was “worshipping the Lord and fasting…” The example of Barnabas shows how worship changes serving leaders.   

Worship serves by changing the heart.

This team of leaders gathered in worship. Their act of worship was an intentional shift of focus towards God. They focused their hearts and minds on God. They fasted from food as an act of denying themselves what their bodies craved. Their worship shifted the posture of their hearts away from themselves. Worship turned their focus from themselves to God.

Many leaders focus on the external actions of leadership and indeed many can be practiced without a change of heart.  But these actions will ultimately be self-serving unless there is an internal change of heart. Worship produces a change of the heart. Worship shifts the focus of the heart from self, our visions and plans and dreams, and turns our heart upward and outward. This heart change is revolutionary and prepares a serving leader to authentically serve others. It allows the leader to focus on a higher cause than selfish interest. Worship shapes the motives of our heart and forms character. Our hearts matter! Character matters! A heart change is required for the selflessness that serving leadership demands. True serving leadership begins with a heart changed by an encounter with God.

Worship serves by changing the head.

While this team worshipped, they heard the clear direction of the Holy Spirit. Without worship, they would likely have kept their minds focused on strengthening the existing church in Antioch. But in worship they experienced a shift of thinking and direction. Worship produces a change of thinking. Many leaders try to change their thinking to practice effective leadership. But serving leaders acknowledge that worship changes their thinking as needed.   

Worship serves by changing the hands.

After hearing the instruction of the Spirit, the group laid hands on Barnabas and Saul and sent them away. Consider the cost of this action. These two were the senior leaders in the church and now they were sent elsewhere! This was a totally new and unexpected course of action. Worship produces a change of actions. Serving leaders allow God to guide them in new directions as they worship. Hearts and heads that are changed result in changed actions in the hands. True serving leadership acts flow out of worship.

For further reflection and discussion:

• How does the worship of Barnabas challenge me as a leader? What action can I take this week to be more like him?
• In what ways has my heart been changed by an encounter with God? What evidence of this have I seen in the past week? If it is not evident, what is missing in my leadership and what do I need to change?
• Have I found ways to build times of worship into my leadership calendar? If so, are there ways these times can be strengthened intentionally? If not, what step can I take this week to change?
• If I am leading persons who do not value worship as a leadership practice what can I do to lead well without causing unnecessary offense?              

Until next time, yours on the journey,

Jon Byler

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

Serving leaders give conscious thought to who they follow. They also reflect on what the following verses mean for those they lead.

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

Join together in following my example, brothers and sisters, and just as you have us as a model, keep your eyes on those who live as we do. (Philippians 3:17, NIV)

Paul is first a follower, but he quickly calls others to follow his example. He wants others to choose well those they follow. Serving leaders ask those they lead, “Who are you following?” so that their followers also grow in their ability to follow well.

Serving leaders ask, “Who are you following?” to elevate awareness.

Paul makes it clear that we will follow someone and encourages his readers to make good choices. He knows that many people give no conscious thought to who they follow. They may follow those they hear their friends talking about. They may look at social media, the music world or sports and assume that the most popular people are the best to follow. Without thinking they are being influenced by those they follow. Serving leaders ask those they lead to give conscious thought to this choice when they ask, “Who are you following?” With conscious awareness a follower can begin to make better choices about who they follow.  

Serving leaders ask, “Who are you following?” to encourage focus.

Paul encourages those who follow to “keep your eyes on those….” He desires for his followers to have clear focus. He understands that our thoughts follow our eyes, our actions follow our thoughts, and our habits follow our actions. Serving leaders encourage those who follow to keep a correct focus by asking, “Who are you following?” Serving leaders look for opportunities to elevate those who serve as good role models in the organizations they serve. They look for “those who live as we do” and when they find these people, they encourage others to focus on them. While a serving leader cannot determine where a follower will focus, they can share use meetings or other times to share examples of those who are good models.  

Serving leaders ask, “Who are you following?” to evaluate community.

Paul calls his followers to “Join together in following…” He sees a clear link between our ability to follow well and those who are around us. He believes in the power of community to shape our focus. Every leader needs a community of those who will encourage and challenge them to live well. There is power in following together, not in a clique or an elitist circle, but in groups of others who share similar values and vision. Followers need the same community and serving leaders are willing to ask them not only who they are following but to help them think about who they choose around them as they follow.

The serving leader listens well to the responses to these questions to better understand the person and better know how to serve them. And like Paul, the serving leader is not uncomfortable to call others to follow them since they also follow well!

For further reflection and discussion:

• What person(s) should I ask, “Who are you following?” and when will I do this?
• After talking with them reflect on the following questions to evaluate what you heard.
  • What did I learn about those I lead?
  • What surprised me in these conversations?
  • How should their responses change the way I lead them? When will I take this action?
  • What steps can I take to encourage them to follow well?
  • Am I comfortable to offer myself as a model to others? 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 a question serving leaders ask themselves: “What am I doing to finish well?”

Leaders lead! They influence others as they think, dream and plan. But they also follow and are influenced by others. They are influenced by the books they read, the conversations they have, the mentors they choose, the seminars they attend, and the podcasts to which they listen. Serving leaders consider carefully who they are following. They reflect on the wisdom found in these verses:

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

Walk with the wise and become wise, for a companion of fools suffers harm. (Proverbs 13:20, NIV)

It matters who leaders follow! Serving leaders ask themselves the question, “Who am I following?” to ensure that they are in a healthy position to ask others to follow them.

Serving leaders ask, “Who am I following?” to ensure continued humility.

Paul calls others to follow him “as I follow…Christ.” He is able to call others to follow him because he is also a good follower. He demonstrates that followership comes before leadership. Leaders who assume that they are not following anyone may say, “I’m a self-made man” or a similar phrase. They talk about those who follow them as a measure of their leadership significance. These leaders are arrogant and foolish! Serving leaders lead, but they also acknowledge that they follow. They humbly acknowledge that many of their thoughts, ideas and behaviors are borrowed from others. They recognize that they even if they launch a new organization or business, they are building on the shoulders of others who have gone before them and are learning from those around them. They understand that if they don’t learn to follow well, they cannot call others to follow well. Serving leaders ask themselves who they are following to ensure that they remain teachable and humble. They are more focused on who they follow than who follows them.

Serving leaders ask, “Who am I following?” to ensure continued growth.

Serving leaders are passionate about growth and personal development. They read books, listen to podcasts, find mentors, and attend seminars.  They understand that their growth impacts the growth of those who follow them. They identify areas in which they need to grow and seek out people they can follow that will help them in that area. But serving leaders are also concerned that they are growing in the right direction. Proverbs highlights that those who we associate with will impact who we become. “Walk with the wise and become wise.” Serving leaders seek out leaders above them who not only demonstrate competence in the areas in which they want to grow but demonstrate the character they wish to attain as well. They want to follow those who are wise not just those who are viewed as successful. Serving leaders shape their growth by choosing who they follow. 

Serving leaders ask, “Who am I following?” to ensure continued impact.

Paul boldly calls others, “Follow my example as I follow…” He recognizes that when he follows well, he will impact the lives of others well. When he humbly acknowledges that he is also a follower, he has the courage to call others to follow. Serving leaders understand that they cannot call others to follow well until they follow well. They want to have an impact and change the lives of others, so they ask themselves who they are following before they call others to follow.

For further reflection and discussion:

• Who are currently the most influential persons that impact the way I think, behave, and lead? Have I selected these persons deliberately or did this just happen without thought? How satisfied am I with my current list of who I follow? What changes do I need to make?
• In what ways, if any, does my leadership reflect to others that I am not a “self-made” leader? Do I openly acknowledge to others those who influence my life? Do I quickly give credit for ideas I gain from reading, attending a seminar, etc.?
• In what areas do I most need to grow? Who are persons that I could learn from in this area? Is their life and character exemplary to me? What step(s) will I take to follow them?    
• Do I ask others to follow me before I ask myself who I follow? How does that impact my leadership? Do I need to make any changes after my reflection on this issue?         

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at a question serving leaders ask others: “Who are you following?”

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.

Getting the right person in the right place is one of the greatest challenges of leadership. We could look at the selection of leaders from a human resources position and examine resumes or CVs.

Servant leaders certainly can use these resources, but they also want their selections to follow God’s direction. Many will point to the early church to validate their preferred style for choosing leaders as the ‘biblical’ style and the best approach. But what does Acts teach servant leaders about the correct method of choosing leaders?

There are at least four distinct ways leaders were chosen in the early church. We have already examined “divine commission” and “popular selection” as different ways leaders were chosen in the early church. But here is another way. “²¹They preached the gospel in that city and won a large number of disciples. Then they returned to Lystra, Iconium and Antioch, ²² strengthening the disciples and encouraging them to remain true to the faith. ‘We must go through many hardships to enter the kingdom of God,’ they said. ²³ Paul and Barnabas appointed elders for them in each church and, with prayer and fasting, committed them to the Lord, in whom they had put their trust” (Acts 14:21-23).

In this situation, Paul and Barnabas as the church leader appointed elders in each church. Let’s reflect on this kind of leadership appointment.

The process of choosing by leadership appointment. The process used by Paul and Barnabas seems quite simple, they just “appointed elders” in these churches. It does not appear that they asked for input from the church members and they did not hold an election. However, they did include “prayer and fasting” as a part of this process.

Servant leaders learn from their example that when choosing leaders this way it is helpful to seek God’s direction. Servant leaders do not use this method to put their friends or family members in leadership roles. They use this method as an act of service to those who will be under the newly appointed leaders. When servant leaders use this process in the marketplace, they are careful to consider the impact of their decision on those who will follow.

The power of choosing by leadership appointment. There are several advantages of choosing leaders by appointment. It is a simple method and can be done quickly if there is an urgent need for action. In some situations, the leader doing the appointing may have a better assessment of the person’s gifts, calling, and capacity than those who are following.

In the case of these churches, Paul and Barnabas may have realized the level of maturity in the new believers was not yet strong enough to choose the right leaders. So, this method may be an advantage in a young group. The leaders who were chosen in this way had the clear support of Paul and Barnabas, the founders of the church, and would be seen as their representatives.

Servant leaders learn from this example to carefully consider the gifts and calling of an individual and to seek God’s guidance before taking any action. Then they confidently appoint leaders for the good of all.

The pitfalls of choosing by leadership appointment. While there seems to be no problem with the appointments made by Paul and Barnabas, this approach needs to be used with caution. The power to appoint with no input from others can feed a leader’s ego and lead to bad appointments. Leaving people out of the process may work in some situations but in other contexts will result in resentment towards the leader chosen. And the loyalty of the appointed leader may be more towards the person who appointed them instead of a commitment to serve those under them.

Servant leaders wisely avoid the pitfalls of leadership appointments. Like Paul and Barnabas, they seek direction from God and appoint a team instead of individuals. They don’t allow this to be the only way leaders are ever selected.

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

Until next time, yours on the journey,

Jon Byler

For further reflection and discussion:

• How have my previous experiences and the thoughts of those around me shaped my view of the benefits or disadvantages of appointing leaders?
• How likely am I to use appointing leaders 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 appointing leaders be the best choice for me to choose leaders? In what situations might appointing leaders be a poor choice for me?

In the next issue, we’ll look at selecting leaders by people development.