After a great victory over the city of Jericho, Joshua sent a few of his troops to the small city of Ai, expecting an easy victory. Instead, his army was routed.  Joshua rightly asked God what went wrong and God responded.  

  ¹⁰ The Lord said to Joshua, “Stand up! What are you doing down on your face? ¹¹ Israel has sinned; they have violated my covenant, which I commanded them to keep. They have taken some of the devoted things; they have stolen, they have lied, they have put them with their own possessions. ¹² That is why the Israelites cannot stand against their enemies… ¹⁴ “ ‘In the morning, present yourselves tribe by tribe. The tribe the Lord chooses shall come forward clan by clan; the clan the Lord chooses shall come forward family by family; and the family the Lord chooses shall come forward man by man. ¹⁵ Whoever is caught with the devoted things shall be destroyed by fire, along with all that belongs to him. He has violated the covenant of the Lord and has done an outrageous thing in Israel!’  (Joshua 7:10-12a, 14-15, NIV).

God revealed to Joshua that the reason for the military defeat was a violation of the covenant He had commanded. God’s instructions gave Joshua the wisdom he needed to uphold community with clarify and grace. His example helps serving leaders wisely uphold the standards of their organization.

Joshua utilized wisdom by identifying the standard.

What went wrong? “They have taken some of the devoted things; they have stolen, they have lied…” The standard of obedience was clearly identified and the behaviors that were not consistent with obedience were articulated.  Joshua made a public declaration of what was wrong (see 7:13).

Some leaders don’t clearly articulate their standards yet still hope for the best from people. But serving leaders make the values and standards of the organization clear to everyone. They explain what behavior is acceptable and what is not. They are quick to say, “This is the way we do things here” and “This is not the way we do things here.” Wise leadership begins by clarifying and communicating standards.  

Joshua utilized wisdom by allowing time for change.

The standards were broken and there would be consequences. But Joshua used wisdom in providing a bit of time before the punishment would be applied. In this situation he did not know the person involved. He provided a public announcement that evening and told people to prepare themselves for the following day. The next day there was a public process of finding out who did wrong. Achan, the guilty party, had plenty of time to come forward and admit his mistake and ask for a way to be restored but he did not respond until it was too late.

Some leaders recognize a values violation and immediately respond by implementing consequences such as firing or disciplinary action. But serving leaders care about the people involved and prefer that they change their behavior to align with the standards of the organization. So, they allow some time for the person to change. Ultimately, if there is no change, they continue to serve the organization by upholding the standard which may mean releasing that person. Wisdom provides people time to change and align with the standards of the organization.

Joshua utilized wisdom with consistent enforcement.

“Whoever is caught with the devoted things shall be destroyed by fire….” Joshua wisely enforced the cost of violation of the standards, in this case using capital punishment! While today’s consequences look different, leaders still face hard decisions, sometimes needing to ‘fire’ those who are not willing to change.  

Some leaders overlook violations of standards and hope that over time things will improve. But serving leaders take action to ensure that standards are consistently enforced. They model the standards and require that everyone in the organization also align with these values. Wisdom requires that standards are uniformly enforced.  

For further reflection and discussion:

Read the entire account of Joshua and the experience at Ai (Joshua 7:1-8:28). What additional insights about upholding standards do you gain from this story?

Are the standards in my organization clearly identified? Does everyone understand what behaviors are expected and what will not be tolerated? Do I regularly remind people of our standards? Am I currently aware of someone who is not upholding our standards? If so, when will I address this?  

When standards are not upheld in my organization do I allow enough time for people to change? Do I allow too much time? What changes should I make to apply wisdom in the timing of addressing broken standards?

How consistently do I uphold my organization’s standards in my own life? Are there areas in which I need to make a change before expecting others to follow? Are there times I am tempted to accept a violation from one person that I would not accept from another? What can I do to be more consistent in enforcing my organizational standards?

In addition to these reflections from Joshua’s life, consider the following verses from Proverbs, the book of wisdom, that relate to wisely upholding standards: Proverbs 3:11-12; 9:8-9; 10:9, 17; 11:3; 12:1, 22; 13:8; 15:5, 12, 31-32; 19:20; 22:6; 25:28; 27:5-6; 28:5; 29:1.     

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how Joshua applied wisdom in strategic decisions.

Timothy learned early that leading himself came before leading others. Before he called others to follow, he had to model the way. Consider these verses:

Have nothing to do with godless myths and old wives tales; rather, train yourself to be godly” (1 Timothy 4:7, NIV).

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).

¹⁵Be diligent in these matters; give yourself wholly to them, so that everyone may see your progress. ¹⁶Watch your life and doctrine closely. Persevere in them, because if you do, you will save both yourself and your hearers (1 Timothy 4:15–16).

In this chapter Paul exhorted Timothy to be a role model to those he was leading, to “set an example” to others. Serving leaders acknowledge that leadership is an inside job. Before serving leaders tell others they show them what it looks like. As Timothy followed Paul’s instructions he became a model in several significant ways.

Timothy modeled discipline.

Paul instructed Timothy, “train yourself to be godly.” To lead others Timothy needed to be the right kind of person—a godly man. This would not happen without focus and discipline.   Athletes training for their sport leaders need to exercise discipline. The discipline of training can be tiresome and difficult. There are many days that any athlete would prefer to stay in bed rather than do the necessary training.  

Many leaders want to be seen as great leaders, but they aren’t willing to pay the daily price of discipline that is required to become great. They look for shortcuts to help them lead others without improving themselves. Serving leaders acknowledge that discipline is the price of becoming a role model. They are willing to pay the price before they attempt to lead.  They discipline themselves to be the right kind of person before they seek to lead others.

Timothy modeled distinction.

Paul encouraged Timothy to overcome the challenge of being a young leader by setting an example for others. Timothy could not change his age, but he could work towards becoming the most mature young person around. He would distinguish himself from the crowd of others his age by growing in “speech, in conduct, in love, in faith and in purity.”  Timothy modeled distinction, standing out from the crowd by rising above the crowd.

Many leaders want to be elevated because of their position and authority. Serving leaders seek to be the best version of themselves that they can be at whatever age they are. As they do so they become more mature than their peers and serve others as a model of distinction.

Timothy modeled diligence.

Paul called Timothy to diligence “so that everyone may see your progress.”  Timothy learned that growth takes diligence. While it was good to be an exemplary young leader he needed to make continual progress that was obvious to those watching his life.   

Many leaders stop growing when they think they are good enough to get the job done. But serving leaders are diligent to keep growing in ways that become a model to those around them.

For further reflection and discussion:

• What area of my life is currently not a good model to others? What do I need to change this week to start improving in that area?
• Do I model a continuous improvement in my life and leadership that is obvious to those around me? If not, what do I need to change?
• Reflect on those you lead. What can I do to encourage them to become models to those around them? In what ways can I affirm and encourage those who are currently role models?       
• In addition to the verses we used in this issue, consider the following: 1 Timothy 4:6; 2 Timothy 1:13-14; and 2 Timothy 2:16, 22. What additional insights do you find from these verses about how Timothy was called to be a role model and specific areas in which he was to show others the way.

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how Timothy developed good friendships.

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.  

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

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

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

Timothy acknowledged the priority of learning.

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

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

Timothy accepted the process of learning.

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

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

Timothy acquired the product of learning.

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

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

For further reflection and discussion:

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

Until next time, yours on the journey,

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

God’s flourishing world included clear standards as we have already observed. God told Adam that there was one tree from which he was not to eat. Sadly, it wasn’t long before that command was broken.

⁶ When the woman saw that the fruit of the tree was good for food and pleasing to the eye, and also desirable for gaining wisdom, she took some and ate it. She also gave some to her husband, who was with her, and he ate it. ⁷ Then the eyes of both of them were opened, and they realized they were naked; so they sewed fig leaves together and made coverings for themselves.  ⁸ Then the man and his wife heard the sound of the Lord God as he was walking in the garden in the cool of the day, and they hid from the Lord God among the trees of the garden. ⁹ But the Lord God called to the man, “Where are you?” ¹⁰ He answered, “I heard you in the garden, and I was afraid because I was naked; so I hid.” ¹¹ And he said, “Who told you that you were naked? Have you eaten from the tree that I commanded you not to eat from?” (Genesis 3:6-11, NIV).

Adam and Eve knew they were guilty, they quickly hid when they heard God coming. But what would happen because of their action? God calls them and inquires about what happened. The story continues (read Genesis 3:14-24) with God’s response to their disobedience. This exchange between God and the first couple reveals another ingredient God built into His flourishing world, accountability! The standards were clear, and they were held accountable for their actions. Serving leaders learn that accountability is an essential part of their leadership as they cultivate a flourishing world around them.

Accountability accelerates flourishing by acknowledging the intent.

At first glance it may appear that God’s intent for accountability was to punish and He clearly explained the consequences of their actions. But His heart was expressed when He asked, “Where are you?” He wanted to restore the relationship that had been broken by disobedience. This restoration could not happen without accountability. By addressing the issue God showed the depth of His love for them and the great value He placed on them. His accountability indicated that their actions mattered! It also showed that His commands mattered! Two-year-old’s quickly learn whether the commands of their parents are followed up with accountability. And when there is no accountability, a spoiled child is the result! Serving leaders create flourishing as they hold people accountable for their actions.

 Accountability accelerates flourishing by anticipating the impact.

Since the fall of the first man and woman, we naturally resist accountability. We don’t like to be asked what we did! But serving leaders anticipate a world in which people thrive as they are held accountable in genuinely healthy relationships.  They envision workplaces where everyone understands that their work matters so much that they are accountable. They envision churches where members understand that they are held accountable for expectations. Serving leaders anticipate flourishing as they hold people accountable.  

Accountability accelerates flourishing by accepting the implications.

Serving leaders recognize that if they are to hold others accountable, they must first be accountable. They accept responsibly for their own actions and ask for forgiveness when they fail. Then they also make it clear that others will also be held accountable. They are not afraid to ask what happened. They are quick to provide opportunity for the relationship to be strengthened through accountability. And as people realize that their actions matter, they step up and flourish! Serving leaders create a flourishing world around them by establishing accountability.

For further reflection and discussion:

How has the intent of accountability been distorted in your context? Reflect specifically about the thinking in this area in your culture, your family, and in the organization where you lead. What impact has this thinking had on you as a leader? In what ways do you need to adjust your thinking to align with God’s intent?

Reflect on what the impact would be if everyone in your organization would fully grasp and live out what it means to be accountable. Write at least three reflections.

What action steps will you take as a leader to implement accountability in your home, organization, or community? Choose which of these areas you will focus on and then list 2 or 3 specific steps you will take and dates for when you will take the actions.

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine another ingredient of a flourishing world: Failure is Anticipated

God’s creation was awesome, a beautiful place filled with life and beauty. People were valued, diversity was affirmed, and work was purposeful. Animals, plants and humans flourished as they interacted freely. In this environment, God added some clear instructions.

¹⁶ And the Lord God commanded the man, “You are free to eat from any tree in the garden; ¹⁷ but you must not eat from the tree of the knowledge of good and evil, for when you eat from it you will certainly die.”  (Genesis 2:16-17, NIV) 

God created a world of freedom, but he also created boundaries. He set standards as an integral ingredient for a flourishing world. Serving leaders likewise define clear standards for those they lead.

Defined standards accelerate flourishing by acknowledging the intent.

Why did God restrict the freedom He gave to Adam? Was He trying to limit Adam’s enjoyment of good fruit? This question was at the heart of the enemies’ question which would soon bring the fall of mankind. God’s intent was not to restrict but to reveal boundaries. God wanted Adam to flourish by living within the standards God established. He knew that breaking the standard would bring death, the opposite of flourishing. Serving leaders define standards for the same reason; they want their world to flourish. Their intent is not to restrict freedom but to encourage flourishing.

 Defined standards accelerate flourishing by anticipating the impact.

Although our fallen nature resents being told what to do, we also know intuitively that our world flourishes with appropriate boundaries. We have speed limits and traffic rules for a good reason. We have laws against theft that are designed to protect us and our property. We understand that a 2-year-old child will not thrive unless they understand the meaning of “no!” Societies flourish when they uphold common understanding of what actions are acceptable and which ones are not. Yet our culture resists the concept of shared standards. It sounds great to say “Whatever works for you is okay” but the results are chaotic. The same is true in churches and businesses where the standards are not clearly defined. Serving leaders reflect on God’s design and seek to implement clearly defined standards in their own sphere of influence. They envision strong teams flourishing as everyone shares the same standards and is held accountable to those standards. Serving leaders recognize the internal desire that most have to meet the expectations that are set for them. So, they raise the expectations high and expect people to rise to the challenge.  

Defined standards accelerate flourishing by accepting the implications.

Serving leaders accept their responsibility to define standards for those they lead. This is often expressed in clearly defined values. Serving leaders work hard to identify the values that will define their organization and then clarify what those values look like in actual behaviors. They talk to the team about what the values mean and tell stories of those who are living out the values. They raise the bar by defining what the standards are and holding everyone, including themselves, accountable to them. Serving leaders do not overlook a violation of the standards. They take corrective action to bring change, preferably a change of behavior. Where there is an unwillingness to change behavior, the serving leader may release that person from the organization. They serve the organization by defining and upholding the standards. As they do so, people flourish!

For further reflection and discussion:

How has the intent of defined standards been distorted in your context? Reflect specifically about the thinking in this area in your culture, your family, and in the organization where you lead. What impact has this thinking had on you as a leader? In what ways do you need to adjust your thinking to align with God’s intent?

Reflect on what the impact would be if everyone in your organization would fully grasp and live out what it means to live by the defined values or standards. Write at least three reflections.

What action steps will you take as a leader to define values or standards in your home, organization or community? What will you do to communicate these values to everyone? What stories will you tell that illustrate the values being lived out? List 2 or 3 specific steps you will take and dates for when you will take the actions.

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at another ingredient of a flourishing world: Relationships are Honored

Serving leaders reflect on how they will finish to keep their own focus on the right areas. But they quickly turn to serve those they lead by also encouraging them to think about finishing well. Although leaders are often further along in their own life journey than those they lead, they consider the implications of Paul’s words for those they lead as well.

⁶For I am already being poured out like a drink offering, and the time for my departure is near. ⁷I have fought the good fight, I have finished the race, I have kept the faith. ⁸Now there is in store for me the crown of righteousness, which the Lord, the righteous Judge, will award to me on that day—and not only to me, but also to all who have longed for his appearing (2 Timothy 4:6–8, NIV).

Serving leaders ask “What are you doing to finish well?“ to keep the cost in mind.

“I am already being poured out like a drink offering…” Paul does not hide the cost of serving leadership, it is a giving up and pouring out. Leadership is costly. But his focus on finishing well makes the cost worthwhile. Serving leaders want the best for those they lead so they ask for a high level of commitment. They call others to personal and professional growth as well as higher levels of responsibility. But they acknowledge that more responsibility will require more discipline, effort, and focus. While they understand that not everyone is willing to pay the price, they invite those who follow to be willing to pay the costs by asking them to reflect on the long term instead of the short term.  

Serving leaders remind those they lead that the cost they pay today will bring benefits tomorrow.    

Serving leaders ask “What are you doing to finish well?“ to keep the end in mind.

 “The time for my departure is near.”  Paul was aware that the time he had was short. But he was confident that because he had lived well, he would also finish well. He lived his entire life with the end in mind. He nearly lost his life several times when he was stoned, beaten and shipwrecked.  He may have been surprised that he lived this long! Because he lived with the end in mind, he did not fear the end. Serving leaders help those they lead to keep the end in mind. While there are current tasks that need to be done, serving leaders ask questions about the future. “Where do you hope to be 5 years from now?” “What will it look like if you keep developing your strengths for the next 10 years?” “What are you doing now to ensure strong family relationships in the future?” Questions like these help followers to focus not only on the tasks for today, but on the targets for tomorrow.  

Serving leaders remind those they lead that long term gains are more important than short term successes.

Serving leaders ask “What are you doing to finish well?“ to keep the rewards in mind.  

“There is in store for me the crown…”  Paul was able to look ahead at the prize that was the reward of a life well lived. This perspective made the pain of being “poured out” worthwhile. He was able to finish well by keeping the rewards in mind.  Serving leaders do not ignore the need for short term rewards. But they serve those they lead by helping them focus on the long-term rewards of finishing well.

Serving leaders remind those they lead that the most significant rewards come at the end of a life well lived.

For further reflection and discussion:

• What costs am I asking those who follow me to pay? Have I been open about what it costs to grow as a leader? How can I encourage those who are growing to reflect on the long term instead of the short term?  How do I respond to those who are not willing to pay the price of growing?        
• What am I doing to help those who follow to focus on long term gains? What questions should I be asking those I lead to help them gain a long-term perspective? When will I talk with someone about this?
• Has my leadership focused on short-term rewards or long term? How can I keep the needed short-term rewards but help those I lead focus on the rewards that come from a lifetime of living well?

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at a new topic.