Timothy, like all of us, became a leader with all his life experiences, memories and circumstances. While many of these were good and beneficial; others were not helpful and could have been hinderances to his ability to lead. Metaphorically we can refer to unresolved issues, disappointments, wrongs, and trauma from the past as “baggage”, a heavy load that weighs us down. Timothy had to leave some of his own baggage behind to become an effective serving leader. Consider these verses which we will examine to discover what could have been baggage for Timothy and how he left it behind:

Paul came to Derbe and then to Lystra, where a disciple named Timothy lived, whose mother was Jewish and a believer but whose father was a Greek (Acts 16:1, 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).

When Timothy comes, see to it that he has nothing to fear while he is with you, for he is carrying on the work of the Lord, just as I am (1 Corinthians 16:10).

Timothy released the baggage of family.

Timothy came from a culturally, religiously, and ethnically mixed family line, his mother was Jewish and a Christian while his father was Greek and not a believer. Timothy could have struggled with his ethnic identity and felt unworthy to work among Jews and side by side with Paul, a full-blooded Jew. At the same time the Gentiles might see him as an outsider! Yet Timothy left this behind and became an effective leader with Paul and to the Gentiles he was called to lead. Family history and heritage can become baggage for everyone, either leading to inferiority or pride. Family systems can shape the way we respond to conflict and how we deal with emotions, etc. Many leaders are unaware of the baggage they carry from their family of origin. Serving leaders learn to identify and acknowledge where they came from and work through issues that need resolution so they can lead others in a healthy way.   

Timothy released the baggage of age.  

Paul had to remind Timothy that even though he was young, he could be an example and lead well.  Timothy was young and had to overcome the mental challenge of leading people who were older than he was. They would naturally have looked down on him and if he allowed himself to dwell on his youthfulness and inexperience he would have become insecure in his leadership. Some leaders may allow their young age to keep them from growing and leading well. Others may be middle aged and look back with longing to days that they had more energy and youthfulness. Those who are older may be tempted to relax and not continue growing in their leadership capacity or to be proud of their accomplishments. No one can change their age but serving leaders release the emotional baggage of focusing on how old they are and choose to focus on serving others in the present.

Timothy released the baggage of personality.

Paul instructed those where Timothy would visit to see that he had “nothing to fear” with them or to “put him at ease” (ESV). In other places he admonishes Timothy to not have a spirit of fear. These seem to indicate that by nature Timothy had a fearful and perhaps introverted personality. His personality could have kept him from being an effective leader, but Timothy learned to move past that and to lead well. While Timothy’s personality could have led him to be more timid than he should have been, other personalities will be more naturally overbearing and stronger than helpful. Some leaders allow their personality to control their leadership but serving leaders work to develop their personality in ways that allow them to best serve the needs of those they lead.  

For further reflection and discussion:

• What is the baggage that comes with my specific family history, my age, and my personality? (Make a list of each). How do these impact my leadership? Which one is most important for me to focus on leaving behind right now?
• Reflect on those you lead. Are some of the challenges I see them facing related to baggage that they carry from their family, age, or personality? What can I do to encourage them to recognize and leave behind their own baggage? Would they consider reading this reflection and having a discussion with me about it?       
• In addition to the verses we used in this issue, consider the following: 1 Timothy 5:23 and 2 Timothy 2:22. What additional insights do you find from these verses about how Timothy might have carried additional baggage in his leadership?               

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how Timothy learned self-control. Note: 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.

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 with a vision are always conscious of their need for resources to accomplish the vision. These resources may be finances, people, skills, or knowledge or other things. Leaders often begin the search for these resources outside themselves and begin to look around to meet the needs at hand. But serving leaders learn from the question God asked Moses, “What is that in your hand?”

² Then the Lord said to him, “What is that in your hand?” “A staff,” he replied. ³ The Lord said, “Throw it on the ground.” Moses threw it on the ground and it became a snake, and he ran from it. ⁴ Then the Lord said to him, “Reach out your hand and take it by the tail.” So Moses reached out and took hold of the snake and it turned back into a staff in his hand. ⁵ “This,” said the Lord, “is so that they may believe that the Lord, the God of their fathers—the God of Abraham, the God of Isaac and the God of Jacob—has appeared to you” (Exodus 4:2–5, NIV).

This exchange between God and Moses holds many insights for serving leaders and they do well to ask themselves the question, “What is in my hand?”

Serving leaders ask “What is in my hand?“ to discover resources.

Moses had a staff in his hand. It was an ordinary object that Moses walked with every day, but he did not even notice what it was. He may have assumed that everyone had a similar staff. But God asked him to notice what he had.

Serving leaders learn to ask themselves what they have at hand when they face a challenge or have a need. What experience do I bring to this situation? What resources do I have? Who do I know that could help? All of these questions allow resources to be discovered that might have been unnoticed. God took what Moses offered and used it to perform miracles.  Before looking beyond themselves for resources, serving leaders take a new look at what they already have. And as they offer these ordinary resources to God they find that they have enough!

Serving leaders ask “What is in my hand?“ to develop competence.

When the staff turned into a snake, Moses’ immediate response was to run away. But God asked him to pick the snake up, something Moses never dreamed he would be able to do. God wanted him to develop a new level of confidence and conquer his fear. Serving leaders ask “What is in my hand?” to stretch themselves to take on new tasks or responsibilities that they felt unprepared to do.

Serving leaders ask “What is in my hand?“ to diminish dependance.

Moses did not feel adequate for the task he was called to do. He felt that he was just a shepherd in the dessert with little to offer. He could have imagined that he needed much more than what was in his hand to lead. He saw himself as a person in need of a handout instead of having something to hand out. This sense of dependency cripples many leaders. But serving leaders look inward first. Before they ask “What do I need from you?” they ask “What’s in my hand that I can offer you?”  

For further reflection and discussion:

• Take 30 minutes to reflect on what is in your hand and write down your observations. What training, life experiences, financial resources, education, professional opportunities, etc. do you carry in your hand? What surprises you on your list that you did not previously see as a resource?
• What current situation seems challenging to me in my leadership? Reflect on what you have learned from Moses to apply to your own challenge. Are there things I have in my hand that could be used creatively to meet this challenge? Are there things I have previously experienced that can help me navigate this situation? Are there ways that God is inviting me to face my fears and develop competence in new areas?
• Do I tend to see myself as a person in need or a person who can help those in need? What impact does this have on my leadership?         

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at the same question serving leaders ask others, “What’s in Your Hand?”  

¹ Listen to my prayer, O God, do not ignore my plea; ² hear me and answer me. My thoughts trouble me and I am distraught ³ because of what my enemy is saying, because of the threats of the wicked; for they bring down suffering on me and assail me in their anger. ⁴ My heart is in anguish within me; the terrors of death have fallen on me. ⁵ Fear and trembling have beset me; horror has overwhelmed me… ²² Cast your cares on the LORD and he will sustain you; he will never let the righteous be shaken. ²³ But you, God, will bring down the wicked into the pit of decay; the bloodthirsty and deceitful will not live out half their days. But as for me, I trust in you (Psalm 55:1-5, 22-23).

David faced his fear and learned to overcome this powerful emotion and he guides servant leaders on their own journeys with fear.

Fear should be recognized. David recognizes his emotion. “Fear and trembling have beset me; horror has overwhelmed me.” David’s enemies are speaking against him and making threats. The natural response is to be afraid and David recognizes this fear which was overwhelming to him.

Leaders often believe the lie that strong people should not experience fear. So, they find it very difficult to identify the emotion of fear and may call it anger, worry or something else. But servant leaders learn to recognize fear and are not ashamed to admit, “I am afraid.” They know that they won’t correctly respond to fear until they can name it.

Fear should be revealed. As David recognizes his fear he reveals it to God. ^“As for me, I call to God, and the LORD saves me. Evening, morning and noon I cry out in distress, and he hears my voice.” David revealed his fear to God three times a day!

When servant leaders recognize their fear and reveal it, they can begin to process it more thoughtfully as David did. They can examine the fear to determine if it is a rational fear that will keep them from danger or they may find that it is an irrational fear that is crippling and harmful based on false or incomplete information.

Servant leaders learn to reveal fear, but they are careful to reveal it to the right persons. Certainly, as David did, it is appropriate to reveal the fear to God, not because He is unaware, but because we need to acknowledge it! But it is often helpful as well to reveal our fear to someone else. Servant leaders look for others who will help them deal correctly with their fear. They avoid revealing it to those who will only increase the fear.

Fear should be restrained. David shows leaders that fear does not need to control our leadership. He concludes this Psalm with hope. “Cast your cares on the LORD and he will sustain you… But as for me, I trust in you.” David learns to bring his fears to God and to learn to trust instead of fear.

Fear can cripple a leader and make it difficult to move forward. The fear may be real when a serious threat is experienced. Or it may be an imagined fear of what others will think that keeps a leader from making a difficult decision. David teaches servant leaders that the solution to fear is trust! He chooses to focus on God during his fear and this frees him to trust in God. David realizes that God may not literally remove all the things he fears, but God will not let him be shaken.

Servant leaders learn to restrain their fear. They say to themselves and those they lead, “Our fear is with us, but our God is bigger than our fears.” Servant leaders turn fear into trust and lead on!

Until next time, yours on the journey,

Jon Byler

For further reflection and discussion:

• What do I fear most often? Is my fear a rational fear to keep me safe or is it irrational? If irrational, what is the reality?
• When I am afraid, am I able to reveal this appropriately to others or do I try to hide it? Who is or could be a helpful person to whom I can reveal my fear?
• How significantly is my leadership shaped by fear? Am I able to openly admit my fear as David did? Do I regularly choose to turn my fear into trust? How do I communicate this to others?

Copyright, Global Disciples 2018.

¹⁷ Gideon replied, “If now I have found favor in your eyes, give me a sign that it is really you talking to me. ¹⁸ Please do not go away until I come back and bring my offering and set it before you.” And the Lord said, “I will wait until you return.” ²² When Gideon realized that it was the angel of the Lord, he exclaimed, “Alas, Sovereign Lord! I have seen the angel of the Lord face to face!” ²³ But the Lord said to him, “Peace! Do not be afraid. You are not going to die.” ²⁴ So Gideon built an altar to the Lord there and called it The Lord Is Peace. To this day it stands in Ophrah of the Abiezrites. ²⁵ That same night the Lord said to him, “Take the second bull from your father’s herd, the one seven years old. Tear down your father’s altar to Baal and cut down the Asherah pole beside it. ²⁶ Then build a proper kind of altar to the Lord your God on the top of this height. Using the wood of the Asherah pole that you cut down, offer the second bull as a burnt offering.” ²⁷ So Gideon took ten of his servants and did as the Lord told him. But because he was afraid of his family and the townspeople, he did it at night rather than in the daytime (Judges 6:17-18; 22-27).

 Potential is shaped by deepening intimacy. In his interaction with the angel, Gideon realized that he was actually in God’s presence. He was terrified, but the angel spoke words of peace to him. This deepening relationship with God was the foundation of Gideon’s leadership. Gideon worshipped before he worked. He learned to know God as One who is peace.

Servant leaders recognize that leadership begins with intimacy. They acknowledge that their relationship with Jesus is all that distinguishes them from other leaders. This intimacy gives the strength needed for the difficult challenges ahead. Gideon realized that true leadership begins with worship.

Potential is shaped by dealing with fear. Gideon struggled with fear. He was afraid of God’s presence, his family, and the townspeople. Gideon’s leadership is best known for the way he placed a fleece before the Lord and asked twice for confirmation that God would use him as a leader. (Read the story in Judges 6:36-40.)

All leaders have to deal with fear. They may fear failure or that no one will follow. They may fear shame or embarrassment. These fears keep many leaders from developing their potential. Servant leaders learn from Gideon that the best way to deal with fear is to deepen intimacy and to bring their fears to God. Then they learn to have confidence in God’s ability, not their own.

Potential is shaped by deliberate obedience. God gave clear instructions to Gideon about the next step. God chose Gideon to save the people from the Midianites, but the first step to shape his leadership potential was to lead at home. Gideon obeyed and took his first leadership action. He was afraid to do it during the day, but at least he obeyed at night! His leadership would become bolder with time and there would be mistakes along the way. But his potential could only be shaped as he stepped out in obedience.

Leaders develop in the field, not in the classroom. Leadership potential is shaped by action. Servant leaders learn to wait on God’s instructions before acting. Then they move in confident obedience. As they obey God, their potential is shaped and grows over time.

Until next time, yours on the journey,

Jon Byler

For further reflection and discussion:

• What happens if I try to lead before deepening my intimacy with God? What steps am I taking in my daily leadership journey to strengthen this intimacy?
• What are the greatest fears I have as a leader? In what way do these fears keep me from fully developing my potential? What can I learn from Gideon about these fears?
• How has my own potential been shaped by actions I have taken as a leader? Are there additional steps of obedience that God is calling me to take now?
• Gideon’s story suggests that shaping potential is a balance of God’s responsibility and the action of the leader. What is God’s part in shaping my potential? What is my part? What happens if I try to do God’s part? What happens if I expect God to do my part?

In the next issue, we’ll examine how Gideon shared his potential with others.

Copyright, Global Disciples, 2018.

Joseph is leading at last! He’s a national leader overseeing the process of collecting and storing grain during the seven years of abundance. In the evening he goes home to a wife and two sons! All seemed well. Joseph had settled for the “dream job” without accomplishing the dream. But as the years of feasting turned to famine and Joseph was in charge of selling grain, people from other nations began to arrive. And then, one day, his brothers were in the line! Now Joseph was the governor of the land, the one who sold grain to all its people. So when Joseph's brothers arrived, they bowed down to him with their faces to the ground. As soon as Joseph saw his brothers, he recognized them, but he pretended to be a stranger and spoke harshly to them. "Where do you come from?" he asked. "From the land of Canaan," they replied, "to buy food." Although Joseph recognized his brothers, they did not recognize him. Then he remembered his dreams about them and said to them, "You are spies! You have come to see where our land is unprotected" (Genesis 42:6-9). In a moment, as he saw his brothers bowing down, Joseph saw his dream unfolding. His father, mother and one brother were not yet included. But it was clear to Joseph at this point that there were only a few more details to be resolved before his dream from 20 years before would be a reality. But this unfolding of the dream was another time for Joseph’s dream to be tested.

Unfolding dreams test focus.

Joseph could see some of the dream happening but not yet all. Suddenly he needed to decide where he would focus. For more than 7 years he had focused on leading a nation and perhaps had accepted that as God’s fulfillment of his dream. Could he now focus again on the dream that included his family or would he turn away from them and focus on his “dream job?” Servant leaders acknowledge that partial success is not a complete success. They learn to keep focused on the dream until it becomes a reality.

Unfolding dreams test faith.

Will Joseph be able to trust God for the fulfillment of the dream? Or would he take revenge and kill his brothers along with the dream? Would he take control of the dream now that he was a seasoned leader doing great things? Or would he continue to trust God to fulfill the dream? Would he step in and ‘help’ God by speeding up the process? Joseph had to remember that it was God who brought him to this level and it would still take God to accomplish the dream. Those who have succeeded in leadership are always tempted to have faith in their own ability to accomplish their dream. Servant leaders put their faith in the God who gives dreams, not in themselves.

Unfolding dreams test fears.

Did you ever wonder why Joseph didn’t go home to visit his family during the 7 years that he was free? Maybe he was trying to forget the pain of the past and the memories of how his brothers treated him. Maybe he was afraid that his pain would be released in uncontrolled anger. But God allowed the unfolding of the dream to help him confront the pain and face his fears. Servant leaders learn that as dreams begin to unfold, God often leads them to face their deepest fears. This may be fear of failure or fear of what others may think of them. It may be fear of success and not being sure if they can handle it.

Joseph took three days to wrestle with his unfolding dream. The plan he developed showed that he passed the test. He would keep his focus, strengthen his faith, and face his fears as he waited for the complete fulfillment of his dream.

For further reflection and discussion:

• When my dream begins to unfold, am I able to keep my eyes on the dream or have I focused elsewhere? Have I become content with seeing only a part of my dream come to pass?
• As I achieve success as a leader, am I able to keep my faith in God or do I trust my own ability to achieve my goals? In what ways am I tempted to ‘help’ God by speeding up the process?
• What are my greatest fears related to my dream? Is it fear of failure? Is it fear that I may not be able to handle success? How does God help me to face my fears?

The humility of John the Baptist didn’t mean that he was quiet! Instead, he was able to boldly confront wrong. It didn’t matter if he was talking to kings, religious leaders, soldiers or farmers. He spoke the truth with power and confronted wrong. But when he saw many of the Pharisees and Sadducees coming to where he was baptizing, he said to them: "You brood of vipers! Who warned you to flee from the coming wrath? Produce fruit in keeping with repentance. And do not think you can say to yourselves, 'We have Abraham as our father.' I tell you that out of these stones God can raise up children for Abraham. The ax is already at the root of the trees, and every tree that does not produce good fruit will be cut down and thrown into the fire (Matthew 3:7-10). These are pretty strong words! John had obviously not read the book, “How to Win Friends and Influence People!” What allowed him to confront so boldly? And what can servant leaders learn from John about bold confrontation?

Boldness in confrontation comes from having nothing to hide.

John called the crowds to “produce fruit in keeping with repentance.” This was a bold call for the listeners to repent and live a different kind of life. John could do this because he had nothing to hide. He had lived a life of personal integrity; he could now call others to change. Leaders who carry even small amounts of guilt or unconfessed sin cannot boldly call others to change. Even if others don’t know about their sin, their own conscience reminds them of their hypocrisy, and their strength to confront is weakened. Servant leaders understand that bold confrontation requires personal integrity.

Boldness in confrontation comes from having nothing to fear.

John was able to confront boldly because he was not afraid of his audience. He called them a “brood of vipers”! Later he also confronted King Herod for a sinful relationship. That confrontation would cost John his life. If John was fearful about his own safety and comfort he would not have been able to confront in this way. But he was not afraid of people so was able to speak the truth boldly. Many leaders are afraid to speak the truth because they are afraid of the response of others. They worry about how the message will be received. Servant leaders carefully consider the impact of their words on their audience. But they are not controlled by fear of the response. This lack of fear should not be confused with lack of wisdom. Saying whatever comes to mind is not a sign of a servant leader! Bold confrontation does not give leaders permission to speak rudely or without respect. Neither does it encourage speech that is hateful or full of contempt for the audience. If the confrontation of a leader is spoken with anger or pride the confrontation is not like John’s. Servant leaders use wisdom but understand that bold confrontation requires freedom from fear.

Boldness in confrontation comes from having nothing to gain.

If John’s goal was to attract more followers, he used the wrong message! In fact, his message seemed designed to reduce the number of those who followed him! He said, “I tell you that out of these stones God can raise up children for Abraham” implying that these people could be replaced. John did not allow the potential results to keep him from speaking the truth. Bold confrontation requires no conflict of interest in results. Leaders who seek only results usually see poor results. This does not imply that results are not significant. But servant leaders determine to speak the truth no matter what it costs. Their motive is not the best results but love for the people they serve. This love compels them to speak “truth in love” (Ephesians 4:15) no matter if they will gain or lose. Servant leaders understand that bold confrontation requires no self interest in the results.

Lead with humility, but when needed, boldly confront like John the Baptist.

For further reflection and discussion:

• On a scale of 1 to 10, how well do I do at bold confrontation? What evidence of this have I seen in my leadership in the past month? What could I have done differently?
• Do I have the personal integrity that it takes to boldly call others to change? If not, what is God inviting me to change?
• Are there areas in my life that I fear the response of others so much that I am afraid to speak the truth? Do I find myself asking these questions: What will they say? What will they think? What will they do? If so, what does this say about my heart?
• Have any of my confrontations been motived primarily by my desire to gain? (This could be financial gain, increasing the number of followers, increasing my own status or position, etc.)
• Reflect on the difference between bold confrontation and speaking without respect for the audience. What is the distinction? Which do I tend to do most often?