Organizations flourish when the mission is clear and everyone understands what is most critical to accomplish. The mission of an organization describes the activities that bring the greatest value to those being served.

Jesus had absolute clarity about His mission. This was perhaps most clearly stated at the beginning of His ministry when He read the words of Isaiah in the synagogue at Nazareth.

¹⁸“The Spirit of the Lord is on me, because he has anointed me to proclaim good news to the poor. He has sent me to proclaim freedom for the prisoners and recovery of sight for the blind, to set the oppressed free, ¹⁹to proclaim the year of the Lord’s favor” (Luke 4:18-19, NIV).

With these words Jesus identified the focus of His work on earth and the things that would characterize His ministry. In doing so, He shows serving leaders how a mission focus produces a flourishing culture*.

Mission focus brings flourishing by defining what is most important.

Jesus could have done many things that would have been good and beneficial, but He chose to define the actions that were most important to achieve His mission. The verbal declaration of His mission established where He would focus His energy and shaped His ministry. His mission would be defined by proclamation and acts that set people free.  

Organizations that define what is most important are able to flourish when everyone understands the things that are mission critical. They do not try to imitate what others are doing, but stay laser focused on their own mission.

Some leaders aren’t willing to do the hard work of deciding what actions are critical to fulfilling the mission. But serving leaders define the actions that will bring the greatest return to the organization.

Mission focus brings flourishing by determining what brings greatest value.

The mission of Jesus was focused on meeting the felt and deeper needs of the people He came to serve. Had a survey been taken of the people in the area asking them what their greatest needs were, I’m sure that they would have mentioned most of the things that Jesus listed as His mission. Organizations flourish when they determine ways that they can serve that bring the most value to their members, clients, or customers.

Some leaders determine what products or services they will offer based on their own estimation of what their customers want. But serving leaders proactively ask questions to find out what things bring the greatest value to those they serve.  Then, they clarify to the entire team the actions that bring the greatest value to their customers. They share stories of ways that people value the service or product provided by the organization.

Mission focus brings flourishing by disclosing what is not mission critical.

Jesus’ mission statement did not list things which He would avoid in His work. But the act of naming the mission critical items identified many other actions that would be a waste of time and energy for His calling.

Some leaders assume that all activity is important. But serving leaders continually watch what is being done in the organization and call out any activity that is a wasted effort. They understand that the “not to do” list is often as critical as the “to do” list. They remove obstacles from their team that detract from the activities that are critical. As they do, they build an organization that flourishes.

For further reflection and discussion:

• Reflect on your own leadership journey in relation to mission clarity. On a scale of 1-10 (10 is perfect) how would you rate your own mission clarity?
• Have I talked to those I serve (our members, customers or clients) to ask what things they most value that we do for them? In what ways does this shape my understanding of what is central to our mission?
• How clearly have I articulated to my team the actions which are most central to our mission as an organization?
• Is my team clear on what activities we should not be doing? How well does our culture eliminate waste from our actions?
• In addition to the scripture used in this issue, reflect on the following verses from the life of Jesus: Matthew 10:8, 28:18-20; Mark 10:45; Luke 4:18-29, 43, 19:10; John 10:20, 12:46, 18:37; Acts 1:8.  What additional insights do you find?     

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine the next element of a flourishing culture: Team Synergy

*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 exercises 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.

Successful leaders maintain a laser focus on the organization’s success and ensure everyone is aligned with accomplishing the mission. This is the third action of the Serving Leader Model®, Blaze the Trail (*see note). This action reflects what organizations do—their mission. Faith leaders, like Paul, see their organization as a part of God’s plan to make the world a better place so they have added reason to carry out the mission. Consider these verses reflecting Paul’s leadership:

¹⁵ Neither do we go beyond our limits by boasting of work done by others. Our hope is that, as your faith continues to grow, our sphere of activity among you will greatly expand, ¹⁶ so that we can preach the gospel in the regions beyond you. For we do not want to boast about work already done in someone else’s territory (2 Corinthians 10:15-16, NIV).

Therefore, since we are surrounded by such a great cloud of witnesses, let us throw off everything that hinders and the sin that so easily entangles. And let us run with perseverance the race marked out for us, (Hebrews 12:1. **see note).

Paul helped his team focus on the factors that were critical to the success of the mission.   

Paul clarified key success factors.

Paul’s mission was clear: to preach the gospel, especially in “the regions beyond” where there was no church. He defined both his objective and the geographical area in which he would focus. This was his unique contribution to the growth of the church. Every leader and every organization has a unique contribution to make to the world, a “special sauce” that makes their organization distinctive. Some leaders, especially founders, understand this intuitively but don’t know how to clarify this for their team. But serving leaders make these factors clear to everyone on their team. They are able to state with confidence, “These are the things that make us unique.”

Paul taught for success.

Paul calls his followers to “run with perseverance the race marked out for us…”  The markers along the way show the runners where to focus. Paul devoted his life to training others how to achieve the mission. Leaders who Blaze the Trail mark the path of success so that others can follow along behind them. They establish standard patterns of operation that can be taught to new team members.

Some leaders expect team members to figure out on their own how to succeed but serving leaders take time to teach what is needed. They are able to say with conviction, “These are the actions we take to succeed and this is how we do it.”

Paul removed obstacles to success.

Paul does not want anything to hinder the focus on the mission. He urges, “let us throw off everything that hinders and the sin that so easily entangles.”  Great leaders name the obstacles to success and do whatever it takes to remove them. They work hard to eliminate wasted time and energy. These obstacles may include lack of training, missing information or necessary equipment, distractions, unnecessary paperwork, wasted time and energy, etc. Some of these activities may be good things, but when they keep people from success, they need to be removed.  Some leaders press workers for success but do little to help them remove obstacles. But serving leaders aggressively look for and remove obstacles from their teams.  They are able to say with courage, “These things will keep us from success.”

 The world needs leaders who “blaze the trail” by showing their teams the way to success.

For further reflection and discussion:

-Do I clearly understand what makes my organization (department, team, etc.) uniquely special? If not, what will I do to clarify what brings us success? Who do I need to talk to? What questions will I ask them?

-How well does my team understand our mission? What can I do this week to remind them of the activities on which we need to focus? 

-How well do I teach my team what actions bring us success? How has this impacted my leadership capacity? In what ways can I strengthen the training processes with those I lead?  

-Take 10 minutes to reflect on waste in the organization you lead. What are the 3 main areas of waste? (See the short list of suggestions above for ideas). What will I do to remove them?  

-In addition to the scriptures used in this issue, read and reflect on how the following passages also illustrate how Paul acted to Blaze the Trail:   Acts 20:20-24; 26:19-20, 2 Timothy 2:2, 22-23; 1 Thessalonians 4:1-11; Philippians 1:27, 3:7-14; 17; 1 Corinthians 4:14-17, 11:1, 15:58; Colossians 1:28-29, 3:2; Galatians 2:7-8; and Ephesians 5:8.

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how Paul build teams based on strengths. 

*Note: The Five Actions of Serving Leadership were recognized by Dr. John Stahl-Wert and illustrated in the book The Serving Leader. These actions have been applied by many organizations to integrate serving leadership into everyday leadership practices. See www.CenterforServingLeadership.com for more information.

**Note: It is not known if Paul was the writer of Hebrews although it was traditionally attributed to him. However, even if Paul was not the author, it was almost certainly written by a close disciple or associate of Paul and was in alignment with Paul’s leadership and teaching.

We have reflected on two actions that serving leaders take which produce a thriving world—they shape the vision and set the values. A third action serving leaders take to produce thriving is to share the mission. Again, consider Paul’s vision of the church body.

¹¹ So Christ himself gave the apostles, the prophets, the evangelists, the pastors and teachers, ¹² to equip his people for works of service, so that the body of Christ may be built up ¹³ until we all reach unity in the faith and in the knowledge of the Son of God and become mature, attaining to the whole measure of the fullness of Christ. ¹⁴ Then we will no longer be infants, tossed back and forth by the waves, and blown here and there by every wind of teaching and by the cunning and craftiness of people in their deceitful scheming. ¹⁵ Instead of speaking the truth in love, we will grow to become in every respect the mature body of him who is the head, Christ. ¹⁶ From him the whole body, joined and held together by every supporting ligament, grows and builds itself up in love, as each part does its work (Ephesians 4:11-16). 

Paul describes a thriving world in which each part is doing its part and the body is growing to healthy maturity. In this issue, we focus on how serving leaders share the mission of the organization. The Serving Leader Model® calls this “Blaze the Trail”.  Mission addresses the question, “What do we do that brings value to those we serve?” 

Serving leaders share the mission by clarifying priorities.

Paul reveals the mission of the body in this passage. There are “works of service” and an acknowledgment that “each part does its work.” There is work to be done and clients, customers, or members to serve. Each member has a part to play in fulfilling the mission and every organization has a unique way in which they add value to the world. Many leaders focus on making sure everyone is busy. But serving leaders share the mission with everyone by clarifying priorities so that everyone is busy doing the right things. They make it abundantly clear to everyone what work serves the customer/client/member in ways that ensure the mission is accomplished. 

Serving leaders share the mission by teaching.

Paul encourages the leaders to “equip his [God’s] people for works of service.” He understood that thriving required the leaders to teach others how to do their work. Many leaders, especially founders of organizations, intuitively understand the special value that they bring and what special “flavor” of service they bring to the world. And they assume that in time others will learn it from them. But serving leaders realize that mission critical work must be taught. They are quick to say, “Let me show you how we do this in this organization and why doing it this way helps us accomplish our mission.” They teach, train, observe, correct and instruct until the work is done in the right way.

Serving leaders share the mission by removing obstacles.

Paul talks about the “waves” and “winds” that will distract people from the real work of the church. He recognizes that it will be easy to lose focus and start doing things that don’t really produce maturity. Over time many leaders slowly allow excessive reporting, unnecessary meetings, redundant tasks, and inefficient workflows to develop. But serving leaders work continually to remove obstacles to the mission.

Where the mission is clear and everyone knows how to do their part to accomplish the mission people thrive!

For further reflection and discussion:

-Reflect on your own leadership in this area. How effectively does my leadership share the mission of our organization? How does my leadership in this area impact the thriving of our team?

-How clear is our mission? What do I need to do as a leader to clarify what activities are mission-critical in our organization?

-What percent of my time is invested in teaching others how to do their work? What should it be? What do I need to do to move in the right direction?

-What areas of waste exist in my organization? (Consider inefficient movements, wasted time, meetings that are not focused, paperwork, time spent on email and other areas.) Which one of these will I do something about today?

-Read again the scripture above (Ephesians 4:11-16) considering your organization in the area of your mission. What is one step you can take this week to improve?        

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how serving leaders create thriving by synchronizing their teams.

Click here for a resource from Center for Serving Leadership to help you in this area: BTT Success Factors Discovery Tool A4 v.17

#384  Serving Leaders
Produce a Thriving World: They Share the Mission October 16, 2024Snippet:  Reflections for Serving Leaders, latest issueWe have reflected on two actions that
serving leaders take which produce a thriving world—they shape the vision and
set the values. A third action serving leaders take to produce thriving is to
share the mission. Again, consider Paul’s vision of the church body. ¹¹ So Christ himself gave the apostles,
the prophets, the evangelists, the pastors and teachers, ¹² to
equip his people for works of service, so that the body of Christ may be built
up ¹³ until we all reach unity in the faith and in the
knowledge of the Son of God and become mature, attaining to the whole measure
of the fullness of Christ. ¹⁴ Then we will no longer be
infants, tossed back and forth by the waves, and blown here and there by every
wind of teaching and by the cunning and craftiness of people in their deceitful
scheming. ¹⁵ Instead of speaking the truth in love, we will
grow to become in every respect the mature body of him who is the head, Christ.
¹⁶ From him the whole body, joined and held together by every
supporting ligament, grows and builds itself up in love, as each part does its
work (Ephesians 4:11-16).  Paul describes a thriving world in
which each part is doing its part and the body is growing to healthy maturity.
In this issue, we focus on how serving leaders share the mission of the
organization. The Serving Leader Model® calls this “Blaze the Trail”.  Mission addresses the question, “What do we
do that brings value to those we serve?” 
Serving leaders share the mission by
clarifying priorities. Paul reveals the mission of the body
in this passage. There are “works of service” and an acknowledgment that “each
part does its work.” There is work to be done and clients, customers, or
members to serve. Each member has a part to play in fulfilling the mission and
every organization has a unique way in which they add value to the world. Many
leaders focus on making sure everyone is busy. But serving leaders share the
mission with everyone by clarifying priorities so that everyone is busy doing
the right things. They make it abundantly clear to everyone what work serves
the customer/client/member in ways that ensure the mission is
accomplished.  Serving leaders share the mission by
teaching. Paul encourages the leaders to “equip
his [God’s] people for works of service.” He understood that thriving required
the leaders to teach others how to do their work. Many leaders, especially
founders of organizations, intuitively understand the special value that they
bring and what special “flavor” of service they bring to the world. And they
assume that in time others will learn it from them. But serving leaders realize
that mission critical work must be taught. They are quick to say, “Let me show
you how we do this in this organization and why doing it this way helps us
accomplish our mission.” They teach, train, observe, correct and instruct until
the work is done in the right way. Serving leaders share the mission by
removing obstacles. Paul talks about the “waves” and
“winds” that will distract people from the real work of the church. He
recognizes that it will be easy to lose focus and start doing things that don’t
really produce maturity. Over time many leaders slowly allow excessive
reporting, unnecessary meetings, redundant tasks, and inefficient workflows to
develop. But serving leaders work continually to remove obstacles to the
mission. Where the mission is clear and
everyone knows how to do their part to accomplish the mission people thrive!   For
further reflection and discussion:Reflect on your own leadership in this
area. How effectively does my leadership share the mission of our organization?
How does my leadership in this area impact the thriving of our team? How clear is our mission? What do I
need to do as a leader to clarify what activities are mission-critical in our
organization? What percent of my time is invested in
teaching others how to do their work? What should it be? What do I need to do
to move in the right direction? What areas of waste exist in my
organization? (Consider inefficient movements, wasted time, meetings that are
not focused, paperwork, time spent on email and other areas.) Which one of
these will I do something about today? Read again the scripture above
(Ephesians 4:11-16) considering your organization in the area of your mission.
What is one step you can take this week to improve?           Until next time, yours on the journey, Jon Byler In the next issue, we’ll look at how
serving leaders create thriving by synchronizing their teams.   Click here for a resource from Center
for Serving Leadership to help you in this area: Success Factors Discovery Tool
 

Nehemiah served the people of Jerusalem by clarifying the vision and calling the people to live by their values. He also demonstrated the third action of serving leaders, Blaze the Trail,  by keeping everyone focused on the mission. Serving leaders clarify for their team what activities bring the success that will accomplish the mission. They ensure that these activities are consistently practiced, and they work to remove any obstacles that would hinder progress toward the mission. One obstacle for Nehemiah was the enemies who wanted to stop the work and distract the workers.    

¹When word came to Sanballat, Tobiah, Geshem the Arab and the rest of our enemies that I had rebuilt the wall and not a gap was left in it—though up to that time I had not set the doors in the gates—²Sanballat and Geshem sent me this message: “Come, let us meet together in one of the villages on the plain of Ono.” But they were scheming to harm me; ³so I sent messengers to them with this reply: “I am carrying on a great project and cannot go down. Why should the work stop while I leave it and go down to you?” ⁴Four times they sent me the same message, and each time I gave them the same answer (Nehemiah 6:1-4, NIV).  

Nehemiah’s response models how serving leaders Blaze the Trail for those they lead.  

Serving Leaders Blaze the Trail by mentioning what matters  

Nehemiah responded to the message by stating “I am carrying on a great project.” He wanted it to be clear to those on the wall and those far away that what was critical was not meetings but putting stones on top of one another!  It was hard, sweaty work but Nehemiah understood exactly what would bring success, consistent focus on laying one stone on top of another! This was all that mattered for the mission to be accomplished. And he gave meaning and purpose to the task by calling it a “great project.”  

Some leaders are not crystal clear on what activities will bring success to their organization. Others understand but have not communicated them clearly to everyone on their team. But serving leaders clarify what brings success and make sure that everyone understands.  Serving leaders mention what matters.  

Serving Leaders Blaze the Trail by minimizing distractions  

The invitation for a meeting came under the guise of finding a peaceful resolution to the nagging opposition. Nehemiah recognized that going to a meeting in a nearby village would be a distraction that would take him away from the work for several days. The distraction may have been an attempt to take his life, or to attack the workers while he was not present. In any case, Nehemiah refused to be distracted. “I…cannot go down. Why should the work stop while I leave it and go down to you?”  

Some leaders allow themselves and those around them to focus on things that are not actually important to the mission of the organization. But serving leaders work hard to ensure that everything they are doing is mission critical and that those working with them are doing the same. They remove obstacles and minimize distractions.  

Serving Leaders Blaze the Trail by maintaining consistency     

Nehemiah’s challenge was repeated four times and “each time I gave them the same answer.” He remained consistent and kept his focus on putting one stone on top of the next.  

Some leaders hold true to their mission for a time, but when there are repeated distractions, they lose their focus. But serving leaders keep themselves and everyone else focused on what really matters to the organization. They don’t stifle innovation, but they insist on doing the right things again and again. They serve with consistency.   

For further reflection and discussion: 

• How clearly do I understand our mission? Do I know what activities bring success to us and what activities are a waste of time? How well do those serving with me understand our success factors? (Use the free tool below to help you with this process.)  
• What things am I tempted to do often that are not essential to our mission? What do I need to do to eliminate them? For those on my team, what distractions do they face and what can I do to remove them?  
• How consistently do I focus on activities that bring success to our organization? How does this impact my leadership?  

• Read the story of Nehemiah and reflect on other ways that he demonstrated this action, Blaze the Trail. (Focus especially on chapters 4 and 6). What do you observe from his life and in what way can you follow his example?     

Until next time, yours on the journey, 

Jon Byler 

In the next issue, we’ll look at ways that Nehemiah built teams by focusing on strengths.   

Finally, as a free gift to you, click here to download one tool to help you put this action into practice in your organization.  

For more information about The Five Actions of Serving Leadership read the book, The Serving Leader, or visit www.CenterforServingLeadership.com.  

As he developed his leadership capacity one of the areas that Timothy needed to learn was the discipline of self-control. Consider these instructions from Paul to the young leader:  

I thank God, whom I serve, as my ancestors did, with a clear conscience, as night and day I constantly remember you in my prayers. Recalling your tears, I long to see you, so that I may be filled with joy (2 Timothy 1:3–4, NIV).

Opponents must be gently instructed, in the hope that God will grant them repentance leading them to a knowledge of the truth, and that they will come to their senses and escape from the trap of the devil, who has taken them captive to do his will (2 Timothy 2:25–26).

Avoid godless chatter, because those who indulge in it will become more and more ungodly (2 Timothy 2:16).

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

These passages reveal three areas in which Timothy learned self-control.

Timothy learned to control his temper.  

Paul remembers Timothy’s tears and urges him to instruct “gently” when he would be tempted to lash out in anger.  Sorrow and anger are two of the many emotions that every leader faces. Paul does not rebuke Timothy for these emotions, but tenderly encourages self-control, one of the fruits of the Spirit (see Galatians 5:22-23). Anger is perhaps one of the most potentially destructive emotions for leaders. No one wants to follow a leader who cannot control their temper and a lack of self-control in this area has hindered the effectiveness of many leaders.   A temper out of control is a leadership nightmare.

But serving leaders both acknowledge and control their emotions. They are not afraid to reveal their tears and they learn to keep their anger from being destructive.  They acknowledge that they can’t serve others when they lose their temper.  

Timothy learned to control his tongue.   

We have already observed Paul’s instruction for Timothy to instruct his opponents “gently”. Paul recognized that it requires great self-control to speak gently when there is direct opposition! The tongue often verbally expresses the anger in the heart and will not lead to the repentance encouraged by a gentle tongue. Paul also warns Timothy against “godless chatter….godless myths and old wives tales..” He is referring broadly to speech that is not helpful. While words spoken in anger are obviously harmful, other speech is simply not helpful and Paul cautions Timothy to control his tongue so as to avoid this kind of speech. Many leaders have tongues that are as unpredictable as the weather and are more harmful than helpful. But serving leaders seek to control what comes out of their mouths so that it is never harmful and always helpful.

Timothy learned to control his time.   

Part of Paul’s instruction to Timothy to “avoid godless chatter” and “old wives tales” is a direct challenge for him to use his time well. Here and in other places Paul urged Timothy to be diligent in focusing his time and attention to the things that matter and to avoid distractions. In some cases Paul urged Timothy to “Come quickly” while at other times not to be “hasty” (see 1 Timothy 5:22 and 2 Timothy 4:9). Timothy had to learn to manage his time well. If these instructions were given today we might hear Paul say, “Don’t waste your time on useless conversations and following the latest controversies on social media!” Many leaders allow the tyranny of the urgent to keep them from the most effective use of their time. Serving leaders learn to control their schedule so that they are doing the things that best bring value to those they serve.

For further reflection and discussion:

• Which of these three areas (temper, tongue and time) are most difficult for me to control right now? Reflect on the question below for that area:

*Temper. When have I lost my temper in leadership and how did it impact my influence with others?

*Tongue. In what way do I use my tongue in ways that are not helpful for those I lead? What do I need to do to more fully allow God to help me develop self-control in this area?

*Time. What are my greatest time wasters? What do I need to do to develop greater self-control in this area?

• Reflect on those you lead. How do I encourage them to develop control of themselves that goes far beyond obeying external instructions? Which of these three areas should I be talking about with my key leaders?        
• In addition to the verses we used in this issue, consider the following: 1 Timothy 5:22; 2 Timothy 2:4; 4:2, 9-12, 21. What additional insights do you find from these verses about how Timothy learned self-control?           

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how Timothy became a role model to others.

Serving leaders not only want to run well, but they want to finish well. They begin with the end in mind and lead with the end in mind. They ponder the meaning of Paul’s words written near the end of his life.   

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

As Paul reflected on the end of his journey, he was able to list three accomplishments, “I have fought the good fight, I have finished the race, I have kept the faith.” Serving leaders reflect on these words of a great leader near the end of his life. They learn from Paul’s example to keep their focus by asking themselves, “What am I doing to finish well?”

Serving leaders ask “What am I doing to finish well?“ to keep their focus on calling.

“I have fought the good fight.”  Paul boldly confirms that he has completed the calling God gave to him. There were many battles along the way. But Paul focused on his calling and didn’t allow distractions to shift his life in other directions. At the end he could say with confidence that he had fulfilled the great purpose God had for his life and leadership. Serving leaders learn from Paul to keep their focus on what really matters. They discover their great purpose and then pursue that relentlessly. In the group or organization they lead, they invest significant energy in keeping that purpose a part of every activity. Serving leaders reflect on the end to keep their calling the focus of their daily activity.  

Serving leaders ask “What am I doing to finish well?“ to keep their focus on successors.

“I have finished the race.” Paul shifts his analogy from fighting to running and asserts that he has run to the end of the race. He was well aware that handing off the baton to the next runners was a key element in running. Paul, as he discipled Timothy and many others on his team, equipped them to run the race. So, he is able to say “not only to me, but also to all who have longed for his appearing.” Paul knew that there was no personal success without successors. He did not fear that the next generation would not be able to carry on, he had equipped them well. In the language of The Serving Leader Model*^TM, Paul was able to “upend the pyramid” by passing on power to others. Serving leaders think about finishing well to keep their focus on the next generation of leaders. Serving leaders reflect on the end to remind themselves that there is no success without successors.

Serving leaders ask “What am I doing to finish well?“  to keep their focus on values.  

“I have kept the faith.”  Paul was confident at the end of this life that he had not compromised his faith. He lived what he taught and was able to affirm that he had not taken the easy way out of difficult situations. He had not compromised his values in pursuit of success. Serving leaders reflect on Paul’s example and look at the end to keep their daily focus clear. They do not measure their success by the size their retirement accounts, but by the daily acts that live out their faith values. And as they live out these values, they “Raise the Bar” for those around them. Serving leaders reflect on the end to keep their daily focus on the things they value most.

For further reflection and discussion:

• Is my purpose in life clear to me and to those around me? If not, what do I need to do to clarify that purpose? If it is, how does this shape my daily activities and choices? What are the current ‘distractions’ that I am facing which would take me away from my purpose?
• Where am I in the process of handing off the baton to the next generation of leaders? Am I spending adequate time to equip and empower those around me to do the work after I will be gone? Who are the persons into whom I should be investing the most time and energy?
• Are my life values clearly defined? What about the values for the organization or group I lead? Where am I currently tempted to compromise on those values? How can focusing on the end help me avoid those temptations?        

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine the final question serving leaders ask others: “What are you doing to finish well?”

*The Serving Leader Model includes five actions. Three are mentioned in this issue, Run to Great Purpose, Raise the Bar and Upend the Pyramid. The other two are: Blaze the Trail and Build on Strength. To learn more, read the book The Serving Leader or visit the Center for Serving Leadership’s website.

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

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

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

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

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

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

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

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

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

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

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

For further reflection and discussion:

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

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at a question serving leaders ask themselves: “What am I doing to finish well?”

Leaders work hard and they make things happen. They are people of action! But effective leaders also recognize that thinking about their work is a part of their work. They realize that what they think impacts what they do. Paul challenges leaders to pay attention to the focus of their thinking.

⁸ Finally, brothers and sisters, whatever is true, whatever is noble, whatever is right, whatever is pure, whatever is lovely, whatever is admirable—if anything is excellent or praiseworthy—think about such things (Philippians 4:8, NIV).

 Paul instructs us to “think about such things.” Serving leaders ask themselves “What am I thinking?” for several reasons.

Serving leaders ask, “What am I thinking?” to ensure thinking time.

Paul calls for thinking about our thinking! He wants to make sure that we take some time to think. While thinking does not look like an active exercise, serving leaders recognize that thinking time is not unproductive, wasted time. Leaders need to stop and think. They need to step back and gain perspective. They need to reflect on the past, evaluate the present and envision the future. They ask themselves first, “Am I thinking?” “Do I have time scheduled that allows me to focus on thinking?” Serving leaders recognize that serving does not always mean engaging in the work. They step away from the work to think about the work.

Serving leaders ask, “What am I thinking?” to focus thinking time.

Paul calls us to think on “these things.” He provides a list of things that are “excellent and praiseworthy” to think about. Thinking time is helpful, but if the focus of the time is in the wrong direction, it will not be profitable. Not all thinking time is equal. There are some areas in which the serving leader can focus his/her thoughts that will bring greater return to the organization. These may involve planning for the future, reflecting on ways to more effectively delegate tasks and responsibilities, reflecting on the context in which he/she leads and how changes in the context impact the direction of the organization, thinking about ways to greater leverage strengths, etc. Serving leaders focus their thinking on things that bring positive results.

Serving leaders ask, “What am I thinking?” to explain their thinking time.

Serving leaders think about their thinking so that they can explain to others what they are thinking. They serve those they lead by sharing with them the things about which they are thinking. They deliberately share what they are thinking and why they are thinking. All who hear what the leader is thinking benefit from better understanding the heart and mind of the leader and the direction he/she is moving.  They also learn how leaders think which raises their own thinking capacity. Some who listen will sharpen the leaders’ thinking and bring additional ideas that improve the thinking process. Others in the organization need to know what the leader is thinking so that they can help carry out the needed actions. Serving leaders not only think; they serve their teams by sharing what they are thinking.

Take a minute to think about these things!

For further reflection and discussion:

• Do I have time to think? What do I need to do to ensure that there is some thinking time in my calendar? What time of the day do I do my best thinking?   What location is most conducive to productive thinking?
• When I think, where is the focus of my thoughts? Do I tend to think about positive or negative things? Do I focus on strengths or weaknesses? What impact does this have on my leadership? What do I need to strengthen and when will I do it?
• How well and how often do I explain to others what I am thinking? Do I encourage others to sharpen my thoughts and bring their own ideas to the process?  Do those I expect to implement my ideas fully understand what I’m thinking and why it matters? Am I helping those around me grow in their own thinking capacity?  

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine the related question serving leaders ask others: “What are you thinking?”

Leaders often develop plans and strategies for what they could accomplish and they start running towards the goal.  But serving leaders don’t ask what they could start doing, but what they should start doing. They again carefully observe Paul’s instructions.  

²²You were taught, with regard to your former way of life, to put off your old self, which is being corrupted by its deceitful desires; ²³to be made new in the attitude of your minds; ²⁴and to put on the new self, created to be like God in true righteousness and holiness (Ephesians 4:22-24, NIV). Paul talks first about what needs to be “put off” or stopped. We looked at this with the question, “What should I stop doing?” When progress is made in this area, serving leaders now have some margin in their time and can move to Paul’s instruction to “put on the new self” by asking another question of themselves, “What should I start doing?” Serving leaders should start (or do more in) at least three areas.   

It is always right to ask…and to do more in three areas..  

Serving leaders ask “What should I start doing?“ to focus on leading instead of doing.    

All leaders rise to leadership positions because they are effective at accomplishing tasks, they know how to get the work done! But as serving leaders rise in leadership, they recognize that they need to start focusing on leading others instead of doing these tasks. A mental shift is required for them to put down the ‘tools’ they have learned to use so well and focus on leading others well. Paul talks about changing the “attitude of your minds” before he talks about what needs to be “put on”. As serving leaders stop doing the work themselves, they start doing more and more leadership. They spend more time working on the company than in the company. Serving leaders look at their calendar to evaluate how much time they spend leading vs. doing tasks. Then they adjust their calendar until the focus is on leading well.  

Serving leaders ask “What should I start doing?“  to do what brings greatest return.  

Effective leaders recognize that not all their leadership actions bring equal results to their organization. When they stop doing some things that bring less return, they are able to start doing more of the things that bring maximum impact. A serving leader may recognize that strategic thinking is one of the best things she can do for the organization, so she begins setting aside blocks of time for thinking. Another may determine that their greatest impact is keeping their vision clearly focused and widely understood. As a result, he starts allocating more time to work at communicating the vision to the organization. Serving leaders work hard to determine their priorities and start doing more of what matters most.  

Serving leaders ask “What should I start doing?“ to better develop their gifts.  

As leaders learn to say ‘no’ to the areas in which they are not gifted or which should be delegated to others, they find that they are able to focus more clearly on the areas of their strengths. This means that they will do more of what they are best at doing. Serving leaders also start deliberately developing their gift. This happens as they set aside time, not to exercise their strength, but to sharpen it. They start spending time reading about areas of their strength, talking with a trusted mentor, and learning from others who have excelled in that area. They take time to develop their gift.  

For further reflection and discussion: 

• Before I look at what I should start, have I stopped the things that I should not be doing so that I have some space for new areas of growth? (If not, review the previous issues!)  
• What percentage of my current time is spent on leadership actions and what percentage is spent doing the work? What would be ideal for me right now in my position? What will I do to move towards that goal?  
• Of all the things I do as a leader, what three or four things brings the greatest return to my organization? What can I do to start doing more of these things?  
• What area of personal strength can I focus on to develop? What steps can I take to develop this strength? When will I begin?  

Until next time, yours on the journey, 

Jon Byler 

In the next issue, we’ll look at the related question serving leaders ask others: “What should you start doing?”  

Leaders are people of action and most have a long list of things they plan to do to change their world. But serving leaders also stop and ask themselves what they are doing which they should stop!  

Paul provides these instructions to all Christians, ²²You were taught, with regard to your former way of life, to put off your old self, which is being corrupted by its deceitful desires; ²³to be made new in the attitude of your minds; ²⁴and to put on the new self, created to be like God in true righteousness and holiness (Ephesians 4:22-24, NIV).  Paul’s instructions tell us that a part of our Christian growth is to stop doing some things and begin doing other things. He provides several examples in the following verses (25-32)—stop lying, start speaking truth; stop stealing, start working to bless others; stop unwholesome talk, start meeting the needs of others with your tongue. While these actions relate to spiritual growth serving leaders learn to look at their actions to see what needs to be “put off” or stopped. They do this for three reasons.  

Serving leaders ask “What should I stop doing?“ to clarify priorities.  

Paul’s command to “put off” relates to things which are always wrong to do. Wrong actions clearly should be stopped! Leaders, however, often face an additional dilemma. Of several good things which could be done, which one should I do? Serving leaders learn to stop doing some things so that they can focus on things which are a higher priority. They say ‘no’ to the less important to say ‘yes’ to the most important. They recognize that serving others often means saying “no.”  

Serving leaders ask “What should I stop doing?“ to increase productivity.  

Serving leaders recognize that they have limitations with their time. They cannot physically continue to do more and more. As activity and responsibilities increase it becomes harder to focus on the task at hand and productivity decreases. Leaders who continually accept new responsibilities without a corresponding end to others find themselves in a frantic struggle to do more and more. They are soon fatigued physically and mentally and are not able to bring their best selves to the task at hand. Serving leaders learn to look at their tasks on a regular basis and ask what they should stop doing. If the tasks do not actually need to be done, they simply stop. If they need to be done but should be done by someone else, they delegate to others. As serving leaders stop doing the things they should not do, they are able to productively do the things they should be doing.  

Serving leaders ask “What should I stop doing?“ to empower others.  

Leaders often do many things that could be effectively done by others. They justify their actions with convincing arguments that they do them well, they are working hard and that the activities are a part of their job description. But serving leaders recognize that when they continue doing things that others on their team could do, they not only diminish their own effectiveness but they stunt the growth and development of others. When they deny others the opportunity to grow, leaders place themselves in a vicious cycle of unending responsibility. Serving leaders learn to ask themselves what they should stop doing to identify areas that could be passed on to others. They slow down enough to ask the question, and then make a plan of how effective delegation can be done. If training is needed, they put that on their ‘to do’ list. Serving leaders learn to keep a “not to do list” next to their “to do list.”  

For further reflection and discussion: 

• What is on my “to do” list that are not high priorities for my role as a leader? (Begin a “not to do list.”) 
• What things am I currently doing, that keep me from being fully productive? (Add them to the list you started above.)  
• What things am I currently doing which others on my team could do either immediately or with proper training and empowerment? (Add them to your list.)  

• Now look at your list and decide what needs to be done for each item. If it is not essential to accomplish your vision, simply stop doing it! If it is something that someone else should be doing, put their name next to the item. Then indicate whether they are ready for the task or need training to be ready. Where training is needed, indicate when you will do that and add that time to your “to do” list. Use the chart below if helpful.  

Until next time, yours on the journey, 

Jon Byler 

In the next issue, we’ll examine the related question serving leaders ask others:  ‘What should you stop doing?”