Flourishing things are attractive. We love to look at a well-manicured flower garden where all the plants are healthy and strong. The same is true for organizations that flourish—they are attractive. Flourishing plants require healthy soil; flourishing organizations require a healthy culture.

In this series we’ll examine 6 elements of a flourishing culture* and look at how Jesus modeled these elements in his own leadership. The first element of a flourishing culture is a servant leader. The servant leader shapes the culture to help organizations thrive. Jesus illustrates this with His life and teaching.

²⁴ A dispute also arose among them as to which of them was considered to be greatest. ²⁵ Jesus said to them, “The kings of the Gentiles lord it over them; and those who exercise authority over them call themselves Benefactors. ²⁶ But you are not to be like that. Instead, the greatest among you should be like the youngest, and the one who rules like the one who serves. ²⁷ For who is greater, the one who is at the table or the one who serves? Is it not the one who is at the table? But I am among you as one who serves (Luke 22:24-27, NIV).

 Jesus contrasts typical leadership with the way He serves.

Servant leadership brings flourishing by lifting others.

Jesus observes, “The kings of the Gentiles lord it over” those they lead. They see themselves at the top of the organizational chart. They are the bosses that tell others what to do. They rule; others obey! They lift themselves up. But Jesus challenges us to become like the youngest and to lift others up rather than ourselves. Some leaders lift themselves up. Servant leaders lift others up. People flourish when they know their leader genuinely wants to see them succeed.

Servant leadership brings flourishing by acknowledging others.

Jesus notes that “those who exercise authority over them call themselves Benefactors.” They give themselves nice titles and accolades. They celebrate their own success and watch for failure in those they lead. Jesus points to a different way of leading. He calls us to recognize the achievements of others, to celebrate their successes, to catch people doing what’s right and call it out!     

Some leaders shine the light on themselves but servant leaders shine the light on others. People flourish when their achievements are celebrated and when they know their leader is cheering them on.

Servant leadership brings flourishing by modeling for others.

After Jesus illustrates the difference between common leadership in the world and His leadership, He also states the obvious, “I am among you as one who serves.” Jesus was the model of the radical leadership He was asking of His followers. He showed them that leadership was not about who has the highest title or position. He used His power, but it was always to serve others, not His own interests. He practiced what He preached. His mission was to lower Himself to become a man and to follow the path of humility to the cross. His serving was not a leadership technique—it was the heart of who He was.

Some leaders tell others what to do, but they don’t follow their own standards. But serving leaders humbly model what they call others to do. They live out their heart of service. People flourish when their leader is a person of integrity who practices what they proclaim.  

For further reflection and discussion:

• Reflect on your own leadership journey in relation to being a servant leader. On a scale of 1-10 (10 is perfect) how would you rate your own leadership?      Why?
• In what way have I used my leadership role to lift others up?      In what ways could I lift others up more often and deliberately?   Are there things in my heart that keep me from lifting others up, eg. fear, pride, insecurity?
• Reflect on how you can celebrate a recent success of those you lead. Develop a plan of action on what you will do and when you will do it.
• How confidently can you say to others, “I am among you as one who serves”?   What would it take for you to be able to say this more confidently?   
• In addition to the scripture used in this issue, reflect on the following verses from the life of Jesus:  Matthew 20:20-28; Mark 5:25-34, 6:30-34, 10:13-16, 35-45; John 13:1-17; What additional insights do you find?    

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at the next element of a flourishing culture: Vision Clarity

*Note: This series is based on The LeadersServe Culture which is designed to help people flourish and organizations thrive. This happens when leaders serve. The LeadersServe Culture training provides an in depth look at each of these elements with practical exercise to clarify, communicate and cultivate each one into the life of your organization. For more information about this model and other training resources visit LeadersServe.com.

Many leaders live in tomorrow—and miss the blessings of today.  While looking ahead and solving problems is a needed component of leadership, it can lead to a lack of appreciation for what is. Serving leaders learn to lead with gratitude. Consider Paul’s leadership:

³³ Just before dawn Paul urged them all to eat. “For the last fourteen days,” he said, “you have been in constant suspense and have gone without food—you haven’t eaten anything. ³⁴ Now I urge you to take some food. You need it to survive. Not one of you will lose a single hair from his head.” ³⁵ After he said this, he took some bread and gave thanks to God in front of them all. Then he broke it and began to eat. ³⁶ They were all encouraged and ate some food themselves (Acts 27:33–36, NIV).

Paul was one of 275 passengers on this boat during a life-threatening storm. He has no position or title but leads the crew and passengers with his words of encouragement. Then, he pauses to give thanks—a powerful picture of leading with gratitude.

Leading with gratitude is a choice.

Paul took bread and “gave thanks to God in front of them all.” What could he give thanks for in this crisis? All around him was fear of the future and a sense of doom. We don’t know what he said, but perhaps he gave thanks that they were still alive, that they had bread to eat, and that they were not alone in the storm. Perhaps he thanked God for His presence or for the vision that gave him much hope a few days earlier. But whatever he said, Paul chose to give thanks. The choice to express gratitude refocused his attention and all those around him on their blessings instead of their fears.   

Some leaders look around and see problems on every side. They call their team for a meeting to solve the problems and address the issue. They have no time to stop and give thanks. But serving leaders choose to look beyond the problems and give thanks for what is good. Even when they lead a meeting to address challenges, they begin by publicly giving thanks as Paul did. They lead with gratitude.  

Leading with gratitude is concrete.  

Paul’s gratitude led to a concrete tangible action, “he broke it and began to eat.” He acknowledged that the sailors and passengers were physically hungry and would need some energy. He also understood that two weeks of watching the wind and the waves had taken an emotional toll and brought a sense of helplessness. So, he invited them to take a small but significant step of action over their own future.

Some leaders pause to give thanks, but don’t invite others to act on their gratitude. But serving leaders use gratitude as a call to action. They invite their team to give to others, to volunteer for a project or to write a note of appreciation. They lead with gratitude. 

Leading with gratitude is contagious.

Paul’s gratitude was contagious, “they were all encouraged and ate some food themselves.” Paul’s actions changed the atmosphere on the boat as people ate together for the first time in weeks. An attitude of gratitude is contagious; it impacts the lives of others and helps them to also give thanks.

All leaders impact others with their attitudes. Some leaders focus on the problems and ignore what is good. (They would do well to wear a mask that kept their attitude to themselves!) But serving leaders seek to have an attitude of gratitude and share it with everyone in the room. They lead with gratitude. 

For further reflection and discussion:

• Is my natural impulse to look at what could be or to be grateful for what is? How does this impact my leadership?
• In what current circumstances do I need to stop and focus on gratitude? How can I do this publicly?
• What can I do to demonstrate my gratitude in concrete ways? In what ways can I call my team to actions that express gratitude?
• What attitudes are spreading under my own leadership? What can I do to make a greater positive impact?           

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll focus on incarnational leadership, a Christmas theme.

In the previous issue we looked at how Jesus was a secure leader because He knew His authority, identity and destiny. His security allowed him to serve His disciples. Now, we’ll look at several ways that secure leaders serve those they lead—first by encouraging. The story of Barnabas gives us a beautiful picture of a secure serving leader, expressed in his encouragement. His name meant “son of encouragement” (see Acts 4:36) and one of his first actions was to encourage the church in Jerusalem to accept the newly converted Saul. Later, the leaders in Jerusalem sent him on an important mission to a new church in Antioch.

²² News of this reached the church in Jerusalem, and they sent Barnabas to Antioch. ²³ When he arrived and saw what the grace of God had done, he was glad and encouraged them all to remain true to the Lord with all their hearts. ²⁴ He was a good man, full of the Holy Spirit and faith, and a great number of people were brought to the Lord. ²⁵ Then Barnabas went to Tarsus to look for Saul, ²⁶ and when he found him, he brought him to Antioch. (Acts 11:22-26a, NIV).

Barnabas arrived at this new church and “encouraged them.” We can learn from his example why secure leaders encourage others well.  

Secure leaders encourage because they focus on others.

Barnabas went to Antioch and saw “what the grace of God had done” in the lives of those in the church. He focused on them, not himself. He did not try to show how important he was and display the credentials that brought him to Antioch. Instead, he focused on those he could serve. Insecure leaders can’t get beyond themselves; their world revolves around their own goals, ambitions and objectives. They want others to focus on them. But secure leaders recognize that their leadership is not about them, it is about others. They are able to focus on those they serve.

Secure leaders encourage because they rejoice with others.

Barnabas arrived and saw evidence of good progress in their lives. He knew he was a “good man” but he was secure enough to be ‘glad’ to see others doing well.  Insecure leaders are not confident in their own ability so they look to others to validate their accomplishments and affirm their progress. They work hard to impress others and call attention to their own achievements. They love to hear followers say how good they are and want others to rejoice with them. But secure leaders are confident in their own roles and look at the success of others and rejoice with them.  They serve by encouraging the progress they see in others.

Secure leaders encourage because they value others.

Barnabas not only encouraged the believers in Antioch, but he also looked for Paul to come and help in the work. He valued the teaching gift that Paul would bring to this team and was not threatened by his gifts. He was secure in his own value so could value others.  Insecure leaders are not confident in their own capacity and calling, so they compete with others in their attempt to get to the top and prove their value. They see the gifts of others as threats to themselves. But secure leaders know who they are, they honestly acknowledge their own strengths and weaknesses. They are not in leadership to push others down or to show how good they are. They value the gifts of others and serve by encouraging all the gifts on the team.    

For further reflection and discussion:

• Would those around me describe me as a person who encourages them? (If you’re not sure, ask them!) How does the life of Barnabas challenge me to grow in the area of encouragement?
• How much of my leadership is focused on myself and how much is focused on others? In what practical way today can I focus on and encourage someone on my team?
• When others do well, what is my default response—to rejoice or be envious? Reflect on a recent example where someone else did well and was recognized for that. Evaluate how you responded. In what way did your response impact your leadership?
• In what way do I value the gifts of others on my team? What can I do today to acknowledge and affirm the gift of a colleague or team member?         

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how secure leaders delegate.

Timothy had a gifting and calling to the leadership roles in which he served, especially in his leadership of the church at Ephesus. But there were many years of growth and development that preceded this assignment and during that time Timothy was clarifying his calling.  Consider these instructions Paul gave to Timothy:

Do not neglect your gift, which was given you through prophecy when the body of elders laid their hands on you (1 Timothy 4:14, NIV).

For this reason I remind you to fan into flame the gift of God, which is in you through the laying on of my hands (2 Timothy 1:6).  

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 (1 Timothy 1:18).

In these passages Paul encouraged Timothy to be clear about the call he had received to be a leader. There are several steps Timothy took to clarify his call which serve as a model for all serving leaders.

Timothy recognized the call to lead.

Paul reminds Timothy that there was a time that a body of elders laid hands on him and prophetically identified the calling and gifting that was in Timothy. We can’t know for certain when this happened but since Paul later reminds him to remember the call, it is likely that it was early in his leadership journey, perhaps when he first left home to travel with Paul. In any case, when this happened it was the beginning of recognition of his gifting and calling. Like most leaders Timothy did not likely see his own abilities and needed others to speak into his life to confirm his gifting. Serving leaders receive this as a part of their journey and they also seek to do the same for others around them.  

Timothy reinforced the call to lead.

Paul encouraged Timothy to “not neglect” and to “fan into flame” the gift that was within him. This is a call to nurture and develop what has been identified.  There would be many steps of learning and growth that were required before Timothy was ready to lead the church at Ephesus and we’ll look at many of these later in this series. For now, suffice it to say that the gifts in Timothy were clearly given but also needed to be reinforced. He would have to learn to lead as the prophecies foretold. He would practice and sometimes make mistakes but continued learning and growing. Timothy would also learn to acknowledge that he was not gifted in every way, he had his unique strengths but he would not be excellent at every aspect of leadership.  Serving leaders acknowledge that they are called and gifted to lead and at the same time recognize the diverse gifts that are needed around them. They “fan into flame” their own gifts as they learn to lead well.

Timothy remembered the call to lead.

Paul admonishes Timothy to “recall” the prophecies that had been spoken over him years earlier. What was the purpose of this reminder? Perhaps Timothy was going through a difficult time in his leadership journey and needed encouragement. Or maybe he was feeling so successful that he was forgetting the reason that he was serving. Timothy, like all serving leaders, needed to stop and reflect on why he was doing what he was doing. They need to remember their own call to serve others with their leadership gifts.

Paul wanted Timothy to remain in Ephesus…maybe it was difficult and Timothy felt like giving up. We need to remember the purpose behind our serving. Encouragement is needed.

For further reflection and discussion:

• Where did I first recognize that I was gifted and called to leadership? Were there others who affirmed this in me and if so, have I expressed my appreciation to them for this gift?
• Who around me has leadership gifts that I can identify and affirm? How and when will I do this?
• What are my greatest leadership strengths and what am I currently doing to develop them?
• How deeply have I accepted that I will never excel at every element of leadership but I can bring a team around me to complement my weaknesses? How does this impact my leadership?
• Reflect on those you lead. What can I do to encourage them to clarify their own calling?        
• In addition to the verses we used in this issue, consider the following verses: 1 Timothy 4:15-16; 6:11-12, 20; and 2 Timothy 2:14. What additional insights do you find from these verses about how Timothy clarified his call?       

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 learned the Word.

We have reflected on several deliberate actions that Paul took to develop his leadership pipeline strategically moving people from one level to the next in their capacity. One action that Paul continually practiced was encouraging those he wanted to develop. Consider these examples from his communication with Timothy:

For this reason I remind you to fan into flame the gift of God, which is in you through the laying on of my hands (2 Timothy 1:6).

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).

¹⁹ I hope in the Lord Jesus to send Timothy to you soon, that I also may be cheered when I receive news about you. ²⁰ I have no one else like him, who will show genuine concern for your welfare. ²¹ For everyone looks out for their own interests, not those of Jesus Christ. ²² But you know that Timothy has proved himself, because as a son with his father he has served with me in the work of the gospel(Philippians 2:19-22).

We sent Timothy, who is our brother and co-worker in God’s service in spreading the gospel of Christ, to strengthen and encourage you in your faith (1 Thessalonians 3:2).

Paul provided Timothy with both private words of encouragement and public affirmation of his gifts and calling. He understood that encouragement results in better leaders and his example shows serving leaders what encouragement produces.

Encouraging leaders produces growth in others.

Paul encouraged Timothy to grow and develop, to “fan into flame” the gifts that he had. Imagine the impact it had for Timothy to hear from Paul that he had a gift within him. An emerging leader often does not even imagine their leadership capacity and it takes someone else to point out their gifts. When an established leader points out the gifts of an emerging leader it is a great encouragement and provides a desire to grow. Paul also called forth what was to become a flame, likely only a tiny spark at the time. But Paul focused on what Timothy would become. What a motivation to grow and develop! Some leaders point to their own gifts but serving leaders highlight the gifts of those they lead. As they do they develop leaders who are growing.

Encouraging leaders produces confidence in others.

As Paul encouraged Timothy, he became a strong leader that “proved himself.” Paul’s public encouragement of Timothy’s strength must have inspired confidence in him. What a confidence builder to know that a mature leader believes that I can do this!

Some leaders believe that pointing out the weaknesses of others will help them become strong. Serving leaders don’t ignore weaknesses, but they encourage and affirm signs of positive growth. And as they encourage, serving leaders build confident leaders.

Encouraging leaders produces reproduction in others.

Paul encouraged Timothy and it is not surprising that Timothy would “strengthen and encourage” the believers in Thessalonica. Encouragement cascades from one leader to another.

Some leaders think they can reproduce leaders by training. But serving leaders reproduce by their example, they model the way. They recognize that leadership is more often caught than taught. So they encourage, and reproduce encouragers!

Do you want growing, confident and reproducing leaders? Lead with encouragement!

For further reflection and discussion:

• Would those who follow me describe me as an encouraging leader? Why or why not?
• Do I more easily offer private words of encouragement or public words? What step can I take to balance both?
• Which person who follows me would I like to encourage? (When you have identified that person answer the following questions about him/her.)
• What gifts do I see in that person?
• What will these gifts produce in the future?
• How can I communicate this privately?
• How can I communicate this publicly?
• When will I do this?

Until next time, yours on the journey,

Jon Byler In the next issue, we’ll examine how Paul developed his leadership pipeline by loving them.

We have observed several of the actions that made Barnabas an effective serving leader. As we conclude this review of his life, we’ll look below the surface to observe where these actions were rooted. In one of the first mentions of his life we learn that he was a ‘good man.’

²² News of this reached the church in Jerusalem, and they sent Barnabas to Antioch. ²³ When he arrived and saw what the grace of God had done, he was glad and encouraged them all to remain true to the Lord with all their hearts. ²⁴ He was a good man, full of the Holy Spirit and faith, and a great number of people were brought to the Lord (Acts 11:22-24, NIV).

Barnabas was a “good man,” the evidence of his character. His character was the foundation from which all the other wonderful characteristics of his life flowed. He shows all serving leaders that serving others begins with who we are.

Character serves by signaling who we are.  

Barnabas was “full of faith and the Spirit.” This was the core of who he was. His good character signaled what he was filled with. Some leaders try to manage what people see and work hard to shape their actions, hoping to cover up the reality of who they are inside. But when the pressure is on, what is inside comes out in a harsh word, an angry look or striving for power. Actions do not determine character, they reveal character. Serving leaders focus on filling themselves with the right content. They are careful about what they read, what they see, and what they think about. They recognize that their character signals to the world who they are.  

Character serves by shaping what we do.   

“…he was glad and encouraged them to remain true to the Lord with all their hearts.” When Barnabas arrived at the church in Antioch, he looked at what was happening and responded with encouragement. Why? He didn’t need to stop and think about what the best leadership response would be. He simply allowed his character to shape his response. He encouraged because he was an encourager. Great results followed, “A great number of people were brought to the Lord.” Some leaders carefully weigh potential losses or gains based on their actions and decide what to do based on how it will advance or hinder their own goals. But serving leaders cultivate good character and then allow that to shape what they do. They do what is right, not what is convenient. They do what is needed, not what is expedient. Their character helps them focus on long term gains instead of short-term wins. They can safely rely on their character to shape what they do.

Character serves by steering where we go.

Barnabas was sent by the church leaders to serve in Antioch. They recognized the goodness of his character and that opened doors for greater levels of responsibility for him. They trusted him because they knew his character. This trust lead to his next assignment. Some leaders seek advancement by carefully aligning themselves with the right people or calculating where they go based on their desired outcomes. But serving leaders cultivate character that opens doors for them and steers them in the right direction. Their character serves as the navigational tool that leads them where they can best serve.

The life of Barnabas is a case study of a man who served well because of who he was. He challenges all serving leaders to develop their character and allow their leadership to flow out of it.  

For further reflection and discussion:

• How does the character of Barnabas challenge me as a leader? What action can I take this week to be more like him?
• What am I filled with? How is this evidenced in who I am at the core of my life? What do I do to stay filled with that which produces good character in my life?   
• What ultimately shapes my actions? Do I allow my character to shape what is right to do or do I focus on how others will react or how the decision will advance my own goals?
• What guides my advancement? Is it my own efforts to plot a course that takes me where I want to go, or is it my character that opens doors to serve?
• What am I doing to strengthen my character? Are there areas of my character in which I need to ask God and others to help me grow?        

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll start a new series! It’s a great time to invite a friend to join. Forward this to them and invite them to view this series and sign up here.

If I asked you to name the top 10 leaders in the New Testament church, I doubt that Barnabas would be on the list. Yet, he served the church in amazing ways. He was the catalyst for Paul’s acceptance into the church. Barnabas helped establish the church where followers of Jesus were first called Christians and was on the first team sent into cross cultural missions. He was trusted with significant amounts of money and was a part of the Jerusalem council that provided equal footing for Gentile believers. He played a key role in the lives of two New Testament writers: Paul and Mark. In this series we’ll look at the ways Barnabas served the church and learn from his example.

We first hear about Barnabas soon after the church in Jerusalem was established.  ³⁶ Joseph, a Levite from Cyprus, whom the apostles called Barnabas (which means “son of encouragement”), ³⁷ sold a field he owned and brought the money and put it at the apostles’ feet (Acts 4:37, NIV)

At the first mention of his name, we find that his real name was Joseph, but he was already called Barnabas by the Apostles because of the way he encouraged others. While we don’t have a record of what Barnabas did prior to this first mention, there are subsequent actions that give us a glimpse of how Barnabas served with encouragement.

Barnabas encouraged by believing in the unaccepted.  

Paul had been the chief persecutor of the church and was intent on killing and imprisoning those who followed Jesus. Even after a radical conversion, when Paul came to Jerusalem the church was afraid of him and would not accept him as a brother. (Read Acts 9:26-27). But Barnabas believed in Paul and leveraged his influence to bring him into the Jerusalem church. Imagine how Paul felt as he listened to Barnabas validate his calling! By believing in the unaccepted, Barnabas served the church by bringing in the greatest apostolic missionary of all time! Serving leaders encourage by believing in the unaccepted.  

Barnabas encouraged by believing in the unproven.  

Soon after the persecution of the church scattered the believers, a small group of Greeks came to faith in Antioch. These Greek believers had just come to faith in what was up to that time an almost exclusively Jewish movement. They were unknown and unproven. The Jerusalem church leaders sent their trusted encourager, Barnabas, to investigate the reports. He “was glad and encouraged them…” (Acts 11:23). Imagine how these believers felt to have a leader like Barnabas accept and encourage them. Barnabas spent a year there developing this fledgling group into the people first called Christians and from where the gospel would expand to the rest of the known world. By believing in the unproven believers in Antioch Barnabas served the church by building the team that would be the base for launching the gospel to the rest of the world. Serving leaders encourage by believing in the unproven.

Barnabas encouraged by believing in the unsuccessful. 

Mark, a cousin of Barnabas, went with Paul and Barnabas on their first missionary journey, but Mark turned back. He quit! Later, when they were ready to go on their second journey Paul understandably didn’t want to take Mark along, but Barnabas believed that Mark should have a second chance. (Read Acts 15:37-39). Imagine how Mark felt as he listened to Barnabas argue that he deserved a second chance! By believing in the unsuccessful, Barnabas served the church by keeping alive the leadership capacity of the author of the book of Mark. Serving leaders encourage by believing in the unsuccessful.

Barnabas served by believing in people that others found it hard to believe in. And he shows serving leaders the power of that belief in others.

For further reflection and discussion:

• What risks did Barnabas take by believing in Paul, Mark and the new Greek believers in Antioch?  What motivated him to take these risks? What holds you back from believing in these kinds of people?
• Reflect on the way Barnabas believed in the unaccepted, the unproven and the unsuccessful. Did you ever fit into one of these categories? Was there someone, like Barnabas who believed in you and encouraged you? If so, what can you do to express your gratitude to them?
• Who in your life right now fits one of those categories (unaccepted, unproven, unsuccessful) and what action can you take to serve with encouragement like Barnabas?
• How does Barnabas’ encouragement challenge you as a leader? What action can you take this week to be more like him?

Until next time, yours on the journey,

Jon Byler

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

Think of a person who has encouraged you in your life. How has the encouragement you received helped you to continue on?

Everyone needs encouragement, even leaders. Servant leaders recognize that there is a time to encourage others and they deliberately work to meet that need. When it comes to encouragement, there is never a time to shut up! Two verses from the writer of Hebrews help us reflect on the power of encouragement. But encourage one another daily, as long as it is called Today, so that none of you may be hardened by sin's deceitfulness. Let us not give up meeting together, as some are in the habit of doing, but let us encourage one another– and all the more as you see the Day approaching (Hebrews 3:13; 10:25).

Servant leaders consider these verses and find time to encourage others in three ways.

It’s time to encourage deliberately.

Both of these verses use the command “encourage one another.” Since it is a command encouragement is within our power to do. No leader should say, “I can’t encourage others.” It may or may not come easily for your personality, but no leader is exempt from the command to encourage others. A command also means that we need to be deliberate about obedience. Find a way to make it a part of your daily or weekly agenda. You may choose to write a note of encouragement to someone on a weekly basis. You may choose to speak a daily word of encouragement to your spouse or child. You may need to set a reminder on your phone or put a note in your calendar to deliberately build this habit in your leadership. Do it deliberately! Servant leaders are deliberate about encouraging others because they recognize that people need encouragement and they are willing to meet this need. For a servant leader, this is not an act of manipulation; it is a means of serving another by bringing out the best in that person.

It’s time to encourage daily.

“Encourage each other daily…” Encouragement is not something servant leaders do on a yearly or monthly basis; it is to be a daily part of their leadership. Servant leaders acknowledge that people need regular doses of encouragement. They gladly serve others by daily providing encouragement. There are times when correction is needed but even then, a servant leader will gently encourage the person to move in the right direction. If you are not sure if it is time to encourage someone, consider the verse which says we should encourage others “as long as it is called today”. So, if it is today as you read this, it’s time to encourage someone! Servant leaders make encouragement a daily habit.

It’s time to encourage doubly.

The writer indicates that as we move closer to the end of time encouragement should be done “more and more.” To a daily dose of encouragement servant leaders add more. Why? Because no one gets too much encouragement and there is no danger of an overdose! Servant leaders want to bring out the best in others and see their team continually move forward. So they increase the amounts of encouragement. They look for ways to recognize and reward outstanding efforts of those on their team. As they do so servant leaders build a culture of encouragement on their team that produces great rewards.

Be encouraged! Your efforts to be a servant leader like Jesus will reap a reward. Don’t give in to doubt and discouragement. Keep up the fight. Your work in the Lord is not in vain. Be encouraged, and pass it on, it’s time to encourage someone right now!

For further reflection and discussion:

• Does my team see me as an encouraging person? Why or why not?
• Am I consistent with my encouragement in different environments, for example at work and at home? If not, why not and what needs to change?
• Does my culture make it easy or difficult to encourage others? How does this impact my leadership? What would Jesus do to encourage others in my context?
• Is my ability to encourage others growing over time? Have I taken steps to be deliberate about encouraging others? Have I progressed to be able to do it daily? Can I increase to “more and more”?
• Who around me needs encouragement today? What can I do to meet that need?
• As a leader, I am called to encourage others. What do I do to stay encouraged myself so that I can serve others by encouraging them?

Leaders talk! But servant leaders acknowledge that there is a time to talk and a time to be silent. In this issue and the next, we’ll look at when it is time to speak up and when it’s time to shut up! A couple of verses about speaking help focus our thoughts.

A man finds joy in giving an apt reply– and how good is a timely word! (Proverbs 15:23). Do not let any unwholesome talk come out of your mouths, but only what is helpful for building others up according to their needs, that it may benefit those who listen (Ephesians 4:29).

An “apt” reply is one that is appropriate or suitable in the situation. When it is appropriate and given as, “a timely word,” the impact is significant. Servant leaders speak up with the right words at the right time. They may pause, assessing the need and waiting for the right time. But when it is time, they speak up. Paul’s instructions teach servant leaders that it’s time to speak up in at least three situations.

It’s time to speak up when we can build others up.

“helpful for building others up” The words of a servant leader are to build and strengthen those who are listening. The words are intended not to tear down but to lift others up. This does not mean that every word must be affirmative but each word must be helpful. If it is not helpful it is best not to speak it. Every leader has power in what they speak to either build or to destroy. Servant leaders look for ways to build others and when they see an opportunity they are quick to speak up. Keeping quiet means that the other will not be built up.

It’s time to speak up when we can meet a need of others.

“according to their needs” Words are intended to meet a need in the listener. Instead, often leaders speak from their own need. They feel a need to be recognized so they talk about their accomplishments. They feel a need to be affirmed, so they highlight their successes. They have a need to seem powerful so they communicate a compelling vision to change the world. But servant leaders only speak up when they can meet the need of another person. The need might be for encouragement. If so, the servant leader speaks words that bring life and strength to that person. The need might be an injustice that demands action. Servant leaders are not afraid to speak out and call for a response. This is not a time to be quiet! The need might be a correction. If so, the servant leader carefully, but courageously, speaks words to correct or rebuke. The need may be a physical need. To keep quiet is wrong; the servant leader will speak up and see what can be done to meet this need. Sometimes the servant leader speaks on behalf of the needs of others and advocates for them, raising the money or support that is needed. In all these situations, the focus of the servant leader is not on their own needs but the needs of others. If the leader is silent, a need will remain unmet.

It’s time to speak up when others benefit.

“that it may benefit those who listen” Servant leaders seek always to add value to others, they want the listener to benefit. When they have something beneficial to say, they speak up loud and clear! If they can’t benefit the other, they recognize that it is time to be quiet. When followers need motivation, the leader shares the vision and everyone benefits as they move forward together. If the leader keeps quiet, no one benefits.

In all three situations, the servant leaders’ focus is on ‘others’ not on self. If your focus is on the other and you can build them up and meet their needs, they will benefit and it’s time for you to speak up!

For further reflection and discussion:

• What percentage of my talking builds others up? What needs to change and how will I learn new ways of talking?
• Is the focus of my speaking on myself or on others? What is the result in my life, relationships, and leadership?
• Evaluate a recent conversation you had with a close friend. How much of the time in that conversation was I focused on the needs of that friend? What was the result? What difference would it make if I was able to focus more on their needs?
• Anticipate a conversation you expect to have in the next few days. What are the needs of the person I will talk with? In what way can I meet that need? What obstacles would keep me from helping that person with what I say?

This Christmas we are looking at Mary and Joseph, both great servant leaders and together one of the most influential couples in history. In this issue we’ll turn our attention to Mary, the better known of the two and the one often mentioned first. In Luke 1:26-56 the story of her encounter with the angel and her visit to Elizabeth is recorded. Let’s observe what she did as a servant leader that gave her such great influence.

Mary humbled herself.

Perhaps the clearest example of Mary’s humility is her response to the angel’s announcement, “I am the Lord’s servant,” Mary answered. “May it be to me as you have said.” Then the angel left her (Luke 1:38). After her questions, Mary’s response shows that she humbly surrendered to God’s direction for her life. Servant leaders recognize that before they are called to serve others they see themselves as the “Lord’s servant.” Then they humbly walk in obedience to His instruction.

Mary honored God.

Many people honor Mary but scripture makes it clear that she honored God above herself. “From now on all generations will call me blessed, for the Mighty One has done great things for me– holy is his name” (Luke 1:48-49). Mary recognized that she would be remembered by “all generations,” which has indeed happened. Mary saw her destiny as great, but glorified God. Like Joseph, she is not looking for fame or monuments in her name; she turns all honor back to God. She continues with verse after verse praising God for what He has done. She, and all servant leaders who follow, turn the blessing of influence into opportunities to praise God. Servant leaders recognize that leadership is not about themselves; it is all for God’s glory.

Mary helped others.

Right after hearing from the angel Mary ran to see her relative Elizabeth. Both Mary and Elizabeth were chosen by God to fulfill a special part of the Christmas story and their experience of coming together still inspires all of us today. Certainly, for Mary, it was a precious gift to be with Elizabeth for the first months of her pregnancy. But Mary’s visit also helped Elizabeth to be a better person. “When Elizabeth heard Mary’s greeting, the baby leaped in her womb, and Elizabeth was filled with the Holy Spirit” (Luke 1:41). Mary didn’t come to Elizabeth to build herself up or elevate her child over Elizabeth’s. Rather, being who she was and sharing her own journey of obedience to God’s call impacted the life of Elizabeth in a profound way. Mary’s song of praise to God shaped the life of Elizabeth and countless others who read it later. That’s what servant leaders do; they help others by lifting their spirits. Sometimes this is a deliberate process of using encouraging words, speaking affirmation and life into those we lead. At other times we help others simply by living our lives in humble obedience as Mary did. This inspires and helps others on their own journeys. Who around you this Christmas needs your help? Follow Mary’s lead and reach out to someone. Share your story or sing your song as you extend your hand to the person God will allow you to touch for His purposes.

Individually Joseph and Mary led as servants. But together, as a couple, they walked in humble obedience and influenced not only their own generation, but the entire world. A couple multiplies the impact! This Christmas season, the world can use a couple more servant leaders. If married, will you join together with your spouse to ask God to make you doubly influential as a couple for His glory in the coming year?

For further reflection and discussion:

• Read the entire account of Mary’s story in Luke 1:26-56. What do you observe from her life that can teach you as a leader? What was the secret of her lasting influence?
• Can your leadership be characterized as humble? Why or why not? What actions in the past week reflect your humility? Are there actions God is inviting you to make to humble yourself as a leader?
• In what way does God use your influence? What might be His purpose for your influence? How can you more effectively use your influence to honor God?
• Is your leadership primarily to help yourself achieve your goals or is it to help others? What action demonstrates this reality? Are there ways this season God wants to use your influence to help others?
• If married, in what ways does your relationship together multiply your influence? Are there changes you need to make to increase this influence? Talk about it and pray together, a great way to begin a new year!