Failure is an inevitable reality of every leader’s journey, but learning to make failure fruitful requires deliberate effort. In the previous issue, we looked at the first principle of “FAILS” from the life of David: Find a new definition of failure. Now, we’ll look at how to Accept responsibility for your failures. Consider David’s reflection on his failure:

3 For I know my transgressions, and my sin is always before me. 4 Against you, you only, have I sinned and done what is evil in your sight; so you are right in your verdict and justified when you judge. (Psalm 51:3-4, NIV).

David clearly accepted responsibility for his sin. While not every failure we experience is a moral failure like his, we can learn from his experience what it means to accept responsibility for where we failed.

Accepting responsibility for failure requires awareness.

David said, “I know my transgressions….” He named the failure as his own. He didn’t make excuses or blame others. Naming failure takes humility and courage. David moved beyond worrying about what others would think. He didn’t allow his position to keep him from confession. He was aware of his failure and honest enough to own it.

Some leaders look for excuses and scapegoats when they fail. They blame others, their past, or forces beyond their control. But serving leaders take an honest look at their failure and name it as their own.

Accepting responsibility for failure acknowledges impact.

David said to God, “Against you, you only, have I sinned and done what is evil in your sight…” This was after the prophet Nathan made it very clear to David that his sin was against Uriah and against Bathsheba (see 2 Samuel 12:7-9). Uriah died, Bathsheba lost a husband and their child would also die. David acknowledged his responsibility for bloodshed (see Psalm 51:14). Yet he recognized that ultimately his failure was a sin against a holy God. He acknowledged the full depth of the impact of his failure.

Some leaders focus on the impact of their failure in terms of tangible losses—finances, outputs or delays in accomplishing the mission. But serving leaders acknowledge the full impact of their failure on relationships, morale, trust and other intangibles. They take responsibility for their part in the failure and acknowledge its full impact.

Accepting responsibility for failure embraces consequences.

David embraced the consequences of his failure. He tells God, “…you are right in your verdict and justified when you judge.” He would lose the life of his young son as a result of his sin, and while he pleaded with God to spare him that loss, he accepted the outcome without accusing God of injustice (see 2 Samuel 12:14-23).

Some leaders take responsibility for their failure but resist accepting the consequences of their mistake. They expect that acknowledging the failure will release them from the consequences. But serving leaders humbly accept that failure has consequences. They are willing to have difficult conversations, make things right or take time to rebuild trust.

For further reflection and discussion:

• Reflect on a significant failure in your life and answer the following questions about it: Did I fully acknowledge my responsibility and the impact of that mistake in both tangible and intangible ways? Were there ways that I blamed others or resisted accepting the consequences? How did my response impact my leadership?
• What is the balance between accepting my own responsibility for failure and not beating myself up over it? Which direction do I most naturally lean? What do I need to change?
• Read again the account of David’s failure in 2 Samuel 11-12 (especially 12:11-23), and his psalm of repentance, Psalm 51. What additional insights do you learn about failure from this story?

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how to investigate your failures.

All leaders fail, but not all leaders find ways to make failure fruitful. The fear of failure often keeps leaders from moving forward and the pain of failure keeps them from trying again. Effective leaders turn failures into opportunities to grow by changing their perception of and response to failure.

This series will look at failure through the lens of one of the most public failures of the Bible, David’s sin with Bathsheba, a failure that is still talked about thousands of years later! This well-known story is found in 2 Samuel 11-12 where we learn that David committed adultery with Uriah’s wife, Bathsheba, and then plotted Uriah’s death. We’ll focus not so much on the details of his failure but on Psalm 51, which is his cry for forgiveness and his reflection on his failure. We’ll use the word “FAILS” to learn five principles that helped David respond to his failure in ways that brought fruit from his failure. The first is to Find a new definition of failure. David acknowledged his sinfulness but refused to let that define him.

3 For I know my transgressions, and my sin is always before me.

5 Surely I was sinful at birth, sinful from the time my mother conceived me. 6 Yet you desired faithfulness even in the womb; you taught me wisdom in that secret place. 7 Cleanse me with hyssop, and I will be clean; wash me, and I will be whiter than snow.

12 Restore to me the joy of your salvation and grant me a willing spirit, to sustain me. 13 Then I will teach transgressors your ways, so that sinners will turn back to you (Psalm 51:3, 5-7, 12-13, NIV).

How did David define his failure and what can we learn from him?

Failure is an event, not an identity.

David clearly acknowledged that he had failed. “I know my transgressions…” At the same time, he cried out to God for cleansing in expectation that his sin could be forgiven and his joy restored. He saw his failure as an event, as something which had happened. But the failure was not his identity. His posture was essentially “I failed, but I’m not a failure.”

Some leaders allow failure to define them. They see themselves as failures and dwell on how badly they have done wrong. But serving leaders see failure as an event, not an identity. They can say with David, “Yes, I failed, but I’m not a failure.”

Failure is an opportunity for a new beginning.

David was in the depths of grief and sorrow as he reflected on his sin. Yet, he was able to see a glimpse of the future and declared that after his restoration, “I will teach transgressors your ways, so that sinners will turn back to you.” He refused to see his failure as the end of the road for his influence. By faith, he could see how God would allow him to use his failure to help others.

Some leaders acknowledge their sin and assume that it’s the end of their ability to influence. But serving leaders believe that God will even use their failures to advance His purposes through their lives.

Failure is a universal human experience.

David does not minimize or excuse his sin, but he recognizes that human failure is a universal experience. He sees that he is not the only sinner in the world; there are other “transgressors” who have also failed as he has. He would not allow his failure to distance him from others but would use it to strengthen his connection with others who have also failed.

Some leaders allow their failures to isolate them from others. But serving leaders use their failures to associate more deeply with others.

For further reflection and discussion:

How do I normally see my failures, as an event or an identity? How has this impacted my response to failure?

Are there times that I have failed and allowed that failure to keep me from dreaming of ways that God could use me in the future? What has been the impact of this view on my life and leadership? What would change if I saw the same failure as an opportunity for a new beginning?

When I fail, do I allow the failure to isolate me from others, or do I use it to associate more with others? What difference does this make in my leadership? How do I move towards using my failures to bring me closer to others?

Read again the account of David’s failure in 2 Samuel 11-12, and his psalm of repentance, Psalm 51. What additional insights do you learn about failure from this story?

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how to accept responsibility for your failures.

Joshua received a spirit of wisdom from Moses—but that didn’t mean his path would be free of failure. In fact, one of his early leadership mistakes with the Gibeonites became a powerful lesson in gaining wisdom through failure.  This happened in his interaction with the Gibeonites, a nearby group of people who pretended to be from a distant land and sought peace with the Israelites. Joshua, and the leaders, accepted the offer before realizing it was a deception.

¹⁴The Israelites sampled their provisions but did not inquire of the Lord. ¹⁵Then Joshua made a treaty of peace with them to let them live…  ²⁰This is what we will do to them: We will let them live, so that God’s wrath will not fall on us for breaking the oath we swore to them.” ²¹They continued, “Let them live, but let them be woodcutters and water carriers in the service of the whole assembly.” So the leaders’ promise to them was kept (Joshua 9:14–15, 20-21, NIV).

This treaty was a significant failure in Joshua’s leadership. But he gained wisdom through the experience as he responded.

Joshua gained wisdom by accepting his mistake.

Joshua was fully prepared for war, but the ruse was a surprise. He failed to stop and ask God for wisdom. His decision was rational but it was not wise. But when Joshua realized what happened he accepted his mistake. He didn’t blame others or point fingers at the leaders that were with him; he took full responsibility for the mistake. He gained wisdom as he reflected on what happened and learned from his failure.

Some leaders look for others to blame when they make a mistake and try to cover up the impact of their failure. But serving leaders accept responsibility for failures and thoughtfully gain wisdom. They understand that failure is a great teacher…when they reflect, learn and grow as a result.

Joshua gained wisdom by a thoughtful response.

When the failure was evident, the Israelite army set out for the Gibeonite territory. Joshua had three days of marching to ponder his options. He had more than enough military power to demolish the Gibeonites and destroy their towns as they had done to Jericho and Ai. Humanly, he was likely angry at himself and at the Gibeonites for what had happened and a brutal response would have pacified all his people who were now grumbling about his decision. But Joshua’s thoughtful response helped him avoid an emotional reaction.    

Some leaders react after a failure and seek to punish others in revenge. But serving leaders take time to reflect so that instead of reacting, they can act with wisdom.

Joshua gained wisdom by honoring his commitment.

Joshua had made a commitment to the Gibeonites and even though they had deceived him, he gained wisdom by choosing to honor his commitment to them. No one would have rebuked him if he would have destroyed them entirely. But Joshua chose to keep his integrity even at a great cost. He found a way to honor his commitment while making the Gibeonites woodcutters and water carriers for the Israelites.

Some leaders reverse course when they realize they made an unwise promise and justify their actions to save face and look powerful. But serving leaders recognize that one mistake does not justify another. They gain wisdom by finding ways to honor their commitment as well as accomplish their mission.   

Joshua’s failure didn’t disqualify him—it refined him. And failure can do the same for any leader willing to learn.  

For further reflection and discussion:

• Read the full account of this story in Joshua 9:1-27. What additional insights can I observe about how Joshua gained wisdom through this failure?
• How often do I pause to reflect and pray before making what seems to be an obvious decision? What impact does this have on my leadership?
• What significant leadership failure have I experienced and what did I learn from it? Are there ways I gained wisdom through that experience? What would I do differently if I had a chance to do it again?
• Am I always willing to honor my commitments, even when I later realize I should not have made the commitment? How does this impact my leadership?
• In addition to these reflections from Joshua’s life, consider the following verses that relate to gaining wisdom through failure and God’s discipline:   Prov. 3:11-12; 12:1; 15:31-32; 19:20; 26:11-12; Ps. 51:1-6; and James 1:2-5.        

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how Joshua utilized wisdom to uphold standards.

Leaders make mistakes and those they lead make mistakes! But there are many ways that leaders respond to the mistakes. Their response indicates their own level of security as a leader. The story of Joseph is a model of leadership in many ways. When Joseph’s brothers sold him into slavery, it was not only a mistake but a terrible wrong done to Joseph. His response to them after he revealed himself to them is remarkable.  

⁵ And now, do not be distressed and do not be angry with yourselves for selling me here, because it was to save lives that God sent me ahead of you. ⁶ For two years now there has been famine in the land, and for the next five years there will be no plowing and reaping. ⁷ But God sent me ahead of you to preserve for you a remnant on earth and to save your lives by a great deliverance (Gen. 45:5-7, NIV).

The response of Joseph to his brothers indicates grace and forgiveness and the deep security he had as a leader. He models the way secure leaders view the mistakes of others.

Secure leaders accept mistakes because they understand their role towards those they serve.

Joseph acknowledges the hand of God in his own life even through the mistakes of his brothers. He sees that “it was to save lives that God sent me ahead of you.” He was secure in understanding God’s plan for his own life and understood that the mistakes of others would not change who he was or what God wanted to do with his life. His role was given by God and was not for his own benefit, but to serve others.

Insecure leaders see mistakes of others as directly impacting their role and their value. When mistakes happen, they react based on how they perceive it will impact them. But secure leaders act out of the confidence they have in God’s control and realize that the mistakes of others do not raise or lower their call to lead.

Secure leaders accept mistakes because they care about the emotions of those they serve.  

Joseph knew his brothers would struggle with feelings of guilt and be angry at themselves. So he tells them, “And now, do not be distressed and do not be angry with yourselves for selling me here.” He was secure enough to think of how they felt, not simply about his own emotions. Joseph was emotionally healthy. He had worked through his own deep emotions and was now able to care for others.

Insecure leaders think only of their own emotions. When mistakes are made, they may react in anger, disgust, or contempt. They reflect on how the mistake of another impacts their own image. But secure leaders can focus on the emotions of the person who made the mistake and care about what they feel.

Secure leaders accept mistakes because they want the best for those they serve.

“But God sent me ahead of you to preserve for you a remnant on earth and to save your lives by a great deliverance.”  Joseph was able to focus on his brothers and how their mistake would help provide for their own needs, not his own. He was in his position to serve others and meet their needs, not his own.  

Insecure leaders evaluate mistakes by how it will impact their own role or position.  But secure leaders are focused on what is best for those they serve and accept mistakes as an opportunity to serve. If the person who made a mistake needs encouragement, they encourage. If they need coaching, they provide it. If the person needs to experience a consequence for their mistake, they also provide that, but not from anger or a desire for revenge but out of a heart to serve. Secure leaders want the best for others.

For further reflection and discussion:  

• How have I led myself in regard to my own mistakes? Have I grown to the point that I accept my own mistakes as a part of my journey or do I expect perfection from myself? How does this impact my response when others make mistakes?
• When someone I lead makes a mistake, do I evaluate that based on how it impacts me, or how it impacts the person who made the mistake? What impact do the mistakes of others have on how I view myself and my role?
• When someone under my leadership makes a mistake, is my default response to focus on my own emotions or the emotions of the person who made the mistake? How does that impact my leadership?
• When someone I lead makes a mistake do I focus more in response on what I need or on what they need? How does this impact my leadership?           

Until next time, yours on the journey,

Jon Byler In the next issue, we’ll look at how secure leaders develop others.

Barnabas was a great leader and we have reflected on many great things from his life. But he was not perfect! Two incidents are recorded for us that reveal his imperfections.

³⁶ Some time later Paul said to Barnabas, “Let us go back and visit the believers in all the towns where we preached the word of the Lord and see how they are doing.” ³⁷ Barnabas wanted to take John, also called Mark, with them, ³⁸ but Paul did not think it wise to take him, because he had deserted them in Pamphylia and had not continued with them in the work. ³⁹ They had such a sharp disagreement that they parted company. Barnabas took Mark and sailed for Cyprus, ⁴⁰ but Paul chose Silas and left, commended by the believers to the grace of the Lord. ⁴¹ He went through Syria and Cilicia, strengthening the churches (Acts 15:36-41, NIV).

After serving together as a powerful team for years, Paul and Barnabas could not agree on whether to take Mark on the next journey! This unresolved conflict is ironically the last we hear about Barnabas in the book of Acts!

Perhaps even before this well-known disagreement, there was another contentious issue about circumcision in Antioch. Peter acted hypocritically and was rebuked publicly by Paul. In his writing about the incident, Paul also reported:  

The other Jews joined him [Peter] in his hypocrisy, so that by their hypocrisy even Barnabas was led astray (Galatians 2:13).

In this situation Barnabas and Peter were clearly in the wrong (see note*). But the failures of Barnabas serve as reminders to leaders that even in our failures, we can serve others.

The failure of Barnabas serves by showing that failure is normal.

Paul thought so highly of Barnabas that he said “even Barnabas was led astray.” He implies that Barnabas was the last person he expected to make this mistake! But Barnabas did fail and shows all leaders that failure is to be expected. Certainly, we don’t intend to or plan to fail, but we should anticipate it. Some leaders see failure as a sign of incompetence, so they feel obliged to cover up, deny or ignore failure. But serving leaders accept their humanity and the reality that all leaders fail. They give grace to themselves and ask for grace from others when they fail. In doing so, they serve those they lead by showing that failure is normal.

The failure of Barnabas serves by showing that failure is not the end.

The recorded story of Barnabas ends with the disagreement between him and Paul but his work did not end there. Barnabas took Mark with him on a missionary journey and while we don’t know the results, we can certainly expect that the existing churches were strengthened and other churches planted through their work. Some leaders see failure as the end of their work but serving leaders understand that failure is not final. They learn to continue the journey after each failure and serve by showing that failure is not the end.  

The failure of Barnabas serves by showing that failure can lead to growth.

Both Barnabas and Paul grew through their disagreement. Paul later requested Mark to help him (see 2 Timothy 4:11). Barnabas grew as a team leader while traveling with Mark. God used their disagreement to send out two teams instead of one and brought growth to the churches. On the issue of circumcision both Barnabas and Peter were able to see their mistakes and make corrections. Some leaders see failure as the end of growth but serving leaders see failures as opportunities for growth. They ask what went wrong and what can be learned. They adjust, change, and adapt as needed and then carry on the mission! They serve their teams by growing through failure.

For further reflection and discussion:

• How does the failure of Barnabas challenge me as a leader? What action can I take this week to be more like him as I respond to my own failures?
• Do I see failure as normal for my own leadership? If so, how do I communicate this to others? If not, how does this impact the way I see and respond to the failures of others?
• Have I allowed a past failure to stop me from doing what I should be doing? If so, what steps do I need to take to get back on the right path?
• In what ways have my failures brought growth to my life and leadership? Who needs to hear about what I have learned and when will I share my story with them?               

Until next time, yours on the journey,

Jon Byler

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

*Note. Scholars debate about whether Peter’s visit to Antioch was prior to or after the  Jerusalem Council where the matter of circumcision was resolved by the church leaders. (See Acts 15) If the visit was afterwards, the failure of Peter and Barnabas was certainly more grievous. But whatever the timeline they both failed to live out the gospel message.

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.

God’s world was beautiful and perfect! It was filled with all the ingredients that would allow flourishing to continue for generations. Yet, while God had created a perfect and flourishing world, He was not caught off guard by the failure of Adam and Eve! As He cursed the serpent, He revealed His plan for ultimate victory, thousands of years before it would happen.  

 And I will put enmity between you and the woman, and between your offspring and hers; he will crush your head, and you will strike his heel” (Genesis 3:15, NIV).  

Then, after cursing the serpent and the ground, God continues to act in response to Adam and Eve’s disobedience. Again, God demonstrates that He was not surprised by their actions.

The Lord God made garments of skin for Adam and his wife and clothed them (Genesis 3:21).

God graciously provided leather clothing for Adam and Eve; much more durable than the simple leaves they had used to cover themselves. He put new boundaries in place and provided new direction for Adam to work the ground outside the beautiful garden environment.

Anticipating failure accelerates flourishing by acknowledging the intent.

While God did not intend for the first couple to fail, he anticipated it and was prepared for what happened. He could not spare them from the consequences of their sin, but He would provide next steps for them to take.  His intent after their failure was for them to live as fully as possible in a flourishing world. He was ready to help them move past their failure.

In our broken world, we can certainly anticipate failure on a regular basis! Anticipating failure does not mean looking for it in every action or assignment, but it does mean thinking ahead to reflect on what steps may be needed when failure occurs. Serving leaders learn that it is better to be prepared for failure than surprised by it!

 Anticipating failure accelerates flourishing by anticipating the impact.

Since the first failure of Adam and Eve, we have had plenty of opportunities to learn from failures! But we are often surprised when we hear stories of leaders who have been caught in a scandal and caught off guard when something doesn’t go as planned.

Many respond to failure with fear and shame. They fear the consequences, the punishment, and the shame of their failure so they cover up failure, deny it or run from it.

Others respond by making failure as their identity. Instead of saying, “I failed” they accept the identity, “I am a failure.” This response provides no productive way forward.

 But serving leaders learn to anticipate failure and prepare well for it. As they do, their teams can flourish. The fear of failure will be replaced by a willingness to anticipate the reality of failure and use it as a part of the learning journey. Serving leaders remind their team that even when they fail, failure is not their identity! Serving leaders anticipate that failure will bring growth to their team.

Anticipating failure accelerates flourishing by accepting the implications.

Serving leaders learn from Adam and Eve to anticipate failure, first in themselves but also in those they lead. They don’t dwell on failure and don’t encourage it. But they anticipate it and lead their teams to a healthy expectation that there will be failures on the journey. They teach their teams to fail well, not being blindsided by failure and not rejoicing in it but acknowledging it. They lean into failure, design plans to address it and learn from it! By talking about failure and removing the stigma on their team, they accelerate flourishing even in a broken world. Serving leaders cannot recreate the garden of Eden, but as they anticipate failure, they do create a flourishing world in which individuals and teams learn to thrive through failure.

Serving leaders continually cultivate into their leadership all the ingredients needed for a flourishing world. And the result can be seen in the people around them who are flourishing.

For further reflection and discussion:

How has thinking about failure been distorted in your context? Reflect specifically about the thinking in this area in your culture, your family, and in the organization 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 anticipate failure. Write at least three reflections.

What action steps will you take as a leader to anticipate failure 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 start a new series!

Leaders who learn to receive God’s grace and integrate grace into their daily lives are then ready to share this grace with others. As they do, they recall the words of Paul:  

For it is by grace you have been saved, through faith—and this is not from yourselves, it is the gift of God—not by works, so that no one can boast. For we are God’s handiwork, created in Christ Jesus to do good works, which God prepared in advance for us to do (Ephesians 2:8-10).

Servant leaders rejoice in God’s grace to them. They marvel at His goodness to call them to lead others. And they learn to extend God’s grace to those they lead. How do servant leaders share grace with those who follow?

Servant leaders envision followers with grace.

When servant leaders look at their followers, they do not only see workers who will help them accomplish their vision; they see future leaders by God’s grace! They see potential. They see a future. They do not only see the flaws. They see what could happen with the power of grace. They see men and women upon whom God’s grace can work to also do what He “prepared in advance” for them to do. Servant leaders see others through the eyes of God’s grace.

Servant leaders expect followers to need grace.

Servant leaders have learned that they need God’s grace in their own lives, so they are not surprised when their followers need grace! They see themselves as Paul explained in the next chapter of Ephesians: I became a servant of this gospel by the gift of God’s grace given me through the working of his power. Although I am less than the least of all the Lord’s people, this grace was given me: to preach to the Gentiles the boundless riches of Christ, (Ephesians 3:7-8).

Since servant leaders have learned to find their own identity in God’s grace and not in their works, they expect that their followers will also need grace.

Servant leaders extend grace to those who follow.

Leaders who have not experienced God’s grace strive to do good in their own strength. They measure themselves by their performance. And they do the same with their followers. They point fingers of guilt, judgement and shame. They read the policy handbook loudly and underline rules that are broken! They cannot acknowledge their own failures.

But servant leaders know they need grace and can extend it to those who follow. Servant leaders do not beat their followers with lists of “do’s and don’ts”! They don’t use shame to control behavior in others. They invite others to see God’s great grace.

Grace allows a servant leader to forgive the mistakes of a follower. Grace allows a servant leader to say, “I know you failed, I have also. God’s grace will help you make it.” Grace allows the servant leader to give second chances.

This doesn’t mean that there is never a time for a servant leader to correct, rebuke or release a follower. But it means that the overall tone of their leadership will be a posture of grace. Because they know they need grace, servant leaders can pass it on to others. Servant leaders lead with grace by sharing God’s grace.

Sharing grace profoundly shapes the way we lead. Servant leaders approach leadership as one sinner saved by grace, leading another sinner in need of the same grace. Servant leaders receive God’s grace, they learn to live in it, and then they share it with those they lead. They become like Jesus, leaders “full of grace.”

Until next time, yours on the journey,

Jon Byler

For further reflection and discussion:

• Do I see those I lead with grace, as they can become with God’s help? Or do I see others as they are and hopeless? How could what God has done in my own life shape what I expect in others?
• When those who follow me make mistakes, what is my default response? Does it reflect grace? Am I able to treat others when they make mistakes like I want God to treat me when I make mistakes?           
• Would my followers describe me as a leader “full of grace”? Why or why not? What can I do to become more like Jesus in this area?

Copyright, Global Disciples 2019.

After Adam and Eve’s first sin, David’s affair with Bathsheba is perhaps the most widely known failure of all time. It is ironic that after all the great lessons we have learned from David’s life, we read in 2 Samuel 11-12 the sad story of lust, adultery, and murder. Yet even in this tragic account, servant leaders can learn several valuable lessons from David about sin and failure.

Servant leaders sin.

David was a man after God’s own heart with a passion for worship and a desire to please God. But his vulnerability was revealed when he saw Bathsheba from his rooftop and acted on his human instincts rather than God’s instruction. His actions remind us that even leaders after God’s own heart are human and prone to sin. The point may seem obvious, but leaders often forget that they are vulnerable. Leaders focus on vision, action, and success, which often leads to a sense of invincibility. It is easy to hear of a leader’s failure and think “That could never happen to me.” David’s experience, and that of many others, shows us that it could happen to any of us. Most leaders are severely tempted in at least one of the big three areas of money, sex, or power. Servant leaders recognize that they are vulnerable and ask God to guard their hearts in the areas of greatest temptation.

Servant leaders repent.

David’s repentance is nearly as well-known as his sin. After months of cover-up, David finally poured out his heart to God, For I know my transgressions, and my sin is always before me. Against you, you only, have I sinned and done what is evil in your sight; so you are right in your verdict and justified when you judge. Surely I was sinful at birth, sinful from the time my mother conceived me (Psalm 51:3-5). David’s repentance was specific, genuine, and complete. He did not make excuses; he agreed with God’s standard. He acknowledged that it was not simply an issue between him, Bathsheba, and her husband; it was ultimately a sin against God. He recognized that this failure was an expression of his sinful nature. His repentance gives all servant leaders hope in the grace of God to forgive even our greatest sin.

Servant leaders continue.

In his famous prayer of repentance after he pleads with God to forgive his grievous sin, David makes an astounding statement, “Then I will teach transgressors your ways” (Psalms 51:13). David had a desire that even in his failures God could use him to influence others. When we fail, our natural tendency is to either ignore the sin, or to see it and then assume God can no longer use us. Servant leaders do not accept either option. Instead they allow God to take their failure and use it as a means to bless others! After his sin, David would be more keenly aware of his own weakness and more appreciative of God’s grace. He would be a more broken leader and a more gracious teacher. He understood what Paul would later explain, “God’s power is made perfect in weakness” (2 Corinthians 12:9). This should not encourage us to sin, but it should inspire all servant leaders to know God can take our failures and make us better leaders. Servant leaders don’t quit when they fail; they continue.

Leadership success is not dependent on perfection, but it is critical that all servant leaders learn to fail forward. The question is not if you will need this, the question is when.

For further reflection and discussion:

Read the entire account of David’s sin in 2 Samuel 11-12 and his repentance in Psalm 51.

• Reflect on one of your most significant sins. In what way might God want to use that for you to teach others His ways? Have you been free to do this? Why or why not? How does your own failure increase your effectiveness in teaching others?
• Reflect on the three areas of temptations for leaders: money, sex, power. Which of these is the greatest temptation for you personally? What safeguards do you place in your life to guard against this temptation? What can you learn from David’s story that can help you in this area?
• Reflect on the leadership of someone you know who, as far as you know, has never admitted a mistake. How does this impact their leadership ability?
• David remained in leadership after his sin, and from him we learn to continue even after mistakes. Are there times when it is necessary to step out of a role after a failure? What determines when this may be helpful?

Credit: Failing Forward is the title of an excellent book by John Maxwell on how leaders can deal with failure.

Moses’ first recorded leadership act was a disaster! One day, after Moses had grown up, he went out to where his own people were and watched them at their hard labor. He saw an Egyptian beating a Hebrew, one of his own people. Glancing this way and that and seeing no one, he killed the Egyptian and hid him in the sand. (Exodus 2:11-12)

Perhaps Moses already knew that God had called him to rescue His people. At least his heart motive was to bring change, to set right the injustice he saw and to see an end to the suffering of his people. He thought his people would recognize his call to lead but they didn’t. His action was decisive but he chose the wrong time and method. The result was that he had to flee for his life and spend 40 years in the desert before he was ready to try again. There are at least three ways that Moses’ first attempts at leadership were not acts of a servant leader.

Moses acted independently.

At this point in his life, Moses was ready to be the hero that single handedly rescued his people. He had not yet learned the value of a team or what it means to work under authority. Moses must have imagined that it was going to be his effort and ability that would accomplish the task. But servant leadership is about working with and through people, not being a solitary hero. Servant leaders learn that leadership is not about them, their vision and their ability as much as it is about learning to hear what God wants and moving people in that direction. Servant leaders are called to act, but they are not called to act independently of God’s direction and the counsel of a wise team.

Moses acted impulsively.

Moses saw the situation, made a decision to get involved and killed the Egyptian in what appears to be a very short time. Leaders are oriented towards action; they want change and often want it now! But impulsive acts are often more destructive than helpful. Servant leaders are not only looking for action, but seeking the right action. They are willing to seek counsel and pray for wisdom before acting. They exhibit self-control, a fruit of the Spirit. They are action oriented but not impulsive.

Moses acted secretly.

Before he killed the Egyptian Moses looked around to ensure that no one was looking. Afterward, he used sand to cover what he had done. He knew it was wrong! Of course, he could rationalize it because of his good motives but when your leadership act needs to be followed by a cover-up, reconsider! Servant leaders walk in openness and transparency. They are not making deals under the table or in dark corners. The goal for servant leaders is never to do anything that they would be ashamed to find on the front page of tomorrow’s newspaper.

Moses tried hard, but he wasn’t yet ready for the challenge of servant leadership. God would need to take him to the desert for the next level of leadership development and in our next issue we’ll examine that time. But thank God that Moses’ failed first attempts at leadership did not keep God from using him. Likewise, our first attempts at leadership do not need to be our final ones! God is merciful and still had a plan to use Moses and to continue shaping our leadership as well.

The background reading for this issue is: Exodus 2:11-15 and Acts 7:22-29.

For further reflection and discussion:

• Are there areas in my leadership in which I am acting independently of others? Independently of God?
• When in my leadership have I acted impulsively? What was the result and what can I learn from that mistake?
• To what extent is my leadership characterized by self-control? How can I allow God’s Spirit to develop more self-control in my life? (See Galatians 5:22-23)
• Have I made any decisions or taken any actions in the past week that I don’t want others to know about? Is there anything I am currently doing which would bring shame to the cause of Christ if it were publicized in tomorrow’s newspaper?