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.

Of the many things I’m doing, what should I delegate? Effective leaders learn which responsibilities they need to strategically move from their plate to others on their team. Again, we can learn important lessons by observing the actions of the apostles in the early church.

 ¹In those days when the number of disciples was increasing, the Hellenistic Jewsamong them complained against the Hebraic Jews because their widows were being overlooked in the daily distribution of food. ² So the Twelve gathered all the disciples together and said, “It would not be right for us to neglect the ministry of the word of God in order to wait on tables. ³ Brothers and sisters, choose seven men from among you who are known to be full of the Spirit and wisdom. We will turn this responsibility over to them ⁴ and will give our attention to prayer and the ministry of the word.”  (Acts 6:1-4, NIV).

The passage indicates that the apostles delegated the task of distributing food. What can we learn about why they decided to delegate this work instead of something else?

Delegate tasks that are not priorities.   

The apostles said they would delegate the work of food distribution so they would not “neglect the ministry of the word.” Both tasks were good, but they recognized that if they continued doing both, the ‘ministry of the word’ would suffer. Others, at this point, could do the food distribution, but they were the only ones who could faithfully carry out the ministry of the word. And it was the ministry of the word that brought the greatest impact for the church. Every leader benefits from identifying what tasks bring the greatest return.

Some leaders delegate items they don’t enjoy doing so that others will do them. But serving leaders delegate tasks that are not priorities so they can focus on things which bring the greatest impact to their organization.

Delegate tasks that are not strengths.  

The scripture passage doesn’t say what each apostle’s strengths were, but in a group of 12 they surely were not all gifted in the administration required for providing food to the widows. The result was that the job was not done well, and the complaints revealed the need for a change. The apostles found persons who were better suited for this work and delegated it to them. Like many leaders, when the work began, they needed to do it all themselves, but as the work grew, they needed to identify the strengths of others and focus on the things they did best—in this case, teaching the word.

Some leaders hesitate to delegate to others things they don’t do well assuming that others will also do it poorly or not enjoy it. But serving leaders humbly acknowledge that they are not gifted in every area and that God has designed others to do well in these areas. They identify those strengths and delegate tasks that fit the giftings on their team.

Delegate tasks that strengthen the team.  

The seven leaders who were chosen had undeveloped potential that was not being used to the benefit of the church. They were ready and willing to do more, they just needed to be empowered by the leaders! This is true in many churches, businesses and non-profits.

Some leaders look for tasks that need to be done and find people to do them. But serving leaders look for people to develop and delegate tasks that will grow them.

For further reflection and discussion:

In the past, how have I decided what to delegate? How well did it work? What can I learn from the early church leaders about how they chose what should be delegated?

What tasks are highest priority for my leadership? (List at least 10 tasks that you do regularly and reflect on which ones bring the greatest return to your organization.  Rank them in order of what impact they bring the organization. The ones on the bottom of your list are key items to delegate.)

What tasks am I currently doing that someone else on my team could do better than I can? For each task, identify the person(s) who would do that task well. 

Reflect on two or three key members of my team. For each one, identify a task that would take them to the next level of growth and development. Develop a plan to delegate that task to them as soon as it is practical.     

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how we decide to whom we delegate tasks.

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

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

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

 Jesus contrasts typical leadership with the way He serves.

Servant leadership brings flourishing by lifting others.

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

Servant leadership brings flourishing by acknowledging others.

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

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

Servant leadership brings flourishing by modeling for others.

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

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

For further reflection and discussion:

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

Until next time, yours on the journey,

Jon Byler

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

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

Leaders naturally gravitate towards the front of the room. They often enjoy being in the spotlight, recognized and acknowledged as important people. They bring glory to themselves and use their positions to build their own name.  But when a leader walks in deep intimacy with Jesus, everything in their life will bring genuine glory to God, not themselves. Jesus told His disciples: 

  ⁷ If you remain in me and my words remain in you, ask whatever you wish, and it will be done for you. ⁸ This is to my Father’s glory, that you bear much fruit, showing yourselves to be my disciples (John 15:7-8, NIV).

Jesus wanted His disciples to understand that when they are in an intimate relationship with Him, they will bear fruit. That fruit brings glory to the Father and identifies them as His disciples. He identifies three ways that they bring Him glory.

Intimate leaders bring glory to Jesus by immersing themselves in the Word.

“If you remain in me and my words remain in you,….” The primary thing a serving leader can do to grow in intimacy is to saturate themselves in the words of Scripture. They allow it to sink deep into their hearts. As they need daily food for their body, they also need daily food for their soul.  Immersing themselves in the Word allows God’s nature and character to be formed in their own lives.

Some leaders immerse themselves in social media, podcasts and read books to be more successful. But serving leaders immerse themselves in Scripture in ways that deepen their intimacy with Jesus. Whether leading a church or a business team, leaders who spend time with Jesus make decisions that honor Him and bless others. Then their success brings glory to Jesus.

Intimate leaders bring glory to Jesus by consistent prayer.  

Jesus continues, “…ask whatever you wish, and it will be done for you.” He invites His followers to let the Word transform them and then to bring their requests to Him in prayer.  Serving leaders recognize that time spent in reading Scripture and prayer is an essential part of their leadership journey. Prayer grows intimacy and intimacy leads to more prayer. 

Some leaders seek results in well-developed strategy and work hard to produce results. But serving leaders stop and ask Jesus to lead and guide their decisions, attitudes and progress. They learn to depend on His guidance more than their own intuition and ability. As they deepen their intimacy with Jesus, they bring glory to Him as He provides guidance.

Intimate leaders bring glory to Jesus by identifying themselves as disciples.

“This is to my Father’s glory, that you bear much fruit, showing yourselves to be my disciples.” Jesus teaches the disciples that when they immerse themselves in His Word and spend consistent time in prayer, He will respond, and produce fruit. The fruit will mark them as His disciples. This fruit is much more than just profit or attendance numbers. When serving leaders walk in intimacy with Jesus, all around them people flourish and come to life. There is healthy growth that brings glory, not to the leader, but to Jesus, the author of abundant life.

Some leaders focus on producing results that they consider the fruit of their efforts. But serving leaders focus on developing intimacy with Jesus which produces beautiful and lasting fruit. A manager who spends time in Scripture and prayer can guide their team with wisdom, not simply chasing results. Serving leaders bring glory to Jesus as they produce fruit that identifies them as disciples of Jesus.

Many leaders live to bring themselves glory, but serving leaders bring glory to Jesus as they deepen their intimacy with Him.

For further reflection and discussion:

-As I reflect on my own leadership regarding how much my life brings glory to Jesus, how would I rate myself on a scale of 1 to 10?      In what ways do I take glory for myself?  What blocks me from bringing Jesus greater glory?

-In what ways do my daily habits of Scripture reading and prayer shape my leadership? Are there ways that I have relied more on other sources for guidance and how has that impacted my leadership?   

-Are there ways in my current leadership role that I am focused more on results than intimacy with Jesus?  How does this impact my leadership and what, if anything, do I need to change?

-After reflecting on these questions, read the entire chapter, John 15. What additional insights do I find in this chapter about how my intimacy with Jesus shapes my leadership?  

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how intimate leaders love like Jesus. 

Leaders love results! They measure progress, celebrate wins and dream of seeing their vision become reality. But serving leaders learn that fruit comes, not from their striving, but because of their intimate relationship with Jesus.  Consider His words to the disciples:

⁴ Remain in me, as I also remain in you. No branch can bear fruit by itself; it must remain in the vine. Neither can you bear fruit unless you remain in me. ⁵ “I am the vine; you are the branches. If you remain in me and I in you, you will bear much fruit; apart from me you can do nothing. ⁶ If you do not remain in me, you are like a branch that is thrown away and withers; such branches are picked up, thrown into the fire and burned (John 15:4-5, NIV).

Jesus calls His disciples to produce results. He desires fruit. But He teaches that the fruit will come only through intimacy.

Intimate leaders are fruitful when they focus on relationship. 

“Remain in me, as I also remain in you…If you do not remain in me you are like a branch that is thrown away and withers…” Jesus begins and ends these verses on fruitfulness with a reminder that fruit comes from remaining or abiding in Him. He calls His disciples to focus on their relationship with Him above all else. Where there is a strong relationship with Him, there will be fruitful results. Where that relationship does not exist only dead wood results.

Some leaders focus on the tasks at hand and focus on producing fruit. They focus on the results instead of the relationship. But serving leaders see their task as strengthening their relationship with Jesus. When they focus on the relationship the fruit will come naturally.

Intimate leaders are fruitful when they acknowledge their inadequacy. 

“No branch can bear fruit by itself…apart from me you can do nothing.” These are tough words for an action-oriented leader used to producing results by their own efforts. But Jesus calls us to first acknowledge that without Him, we cannot produce the kind of fruit He desires. He doesn’t say we’ll produce less without Him—He says we’ll produce nothing without Him! Without intimacy we may work like the disciples trying to catch fish the whole night without results (see John 21:1-6). But as we remain in an intimate relationship with Jesus, fruit is produced from our lives.

Some leaders refuse to acknowledge that they need help. Others are willing to admit they need some help. But serving leaders acknowledge that in themselves they are inadequate to produce anything of lasting value.

Intimate leaders are fruitful when they remain in Jesus.  

“If you remain in me and I in you, you will bear much fruit…” Jesus teaches that our fruitfulness as leaders will be in direct proportion to our continued intimacy with Him. It is a relationship that goes both ways, the leader remains in Jesus and Jesus remains in the leader. It is so easy to think that to be fruitful we need to work harder and do more; but our fruitfulness will only increase as we learn to remain in Jesus. This is much more than a one time commitment to follow Him; it is a commitment to remain with Him through all the challenges of our leadership journey.

Some leaders start well, knowing that they have much to learn and areas that need improvement. But with time, they become more self-reliant and less intimate with Jesus. But serving leaders remain in a strong intimate relationship with Him realizing that intimacy produces eternal fruit. Without it, all their efforts fade away.  

For further reflection and discussion:

• As I reflect on my own leadership regarding how much my life yields fruit for Jesus, how would I rate myself on a scale of 1 to 10?      What blocks me from greater fruitfulness?
• What steps can I take to strengthen my relationship with Jesus on a daily basis? How might this strengthen my leadership?
• Do I act in ways that indicate that I am capable of all that is needed in my leadership?  In what ways is Jesus inviting me to acknowledge my inadequacy?  
• In what ways am I tempted to produce fruit (results) without intimacy? What is the result in my leadership?
• After reflecting on these questions, read the entire chapter, John 15. What additional insights do I find in this chapter about how my intimacy with Jesus shapes my leadership?      

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how intimate leaders bring glory to Jesus.

Great leaders build teams around them to help accomplish the vision. They understand that there is no such thing as a well-rounded leader, but there are well-rounded teams. Build on Strength is the fourth action in the Serving Leader Model® (*see note). It means leveraging the strengths of each individual to build a high-performing team. Faith leaders acknowledge the need for teams and their power as something God put into the DNA of the universe. Paul was a great leader and relied heavily on his team. Consider these verses:

⁵ What, after all, is Apollos? And what is Paul? Only servants, through whom you came to believe—as the Lord has assigned to each his task. ⁶ I planted the seed, Apollos watered it, but God has been making it grow….¹⁰ By the grace God has given me, I laid a foundation as a wise builder, and someone else is building on it. (1 Corinthians 3:5-6, 10, NIV). 

³ For by the grace given me I say to every one of you: Do not think of yourself more highly than you ought, but rather think of yourself with sober judgment, in accordance with the faith God has distributed to each of you. ⁴ For just as each of us has one body with many members, and these members do not all have the same function, ⁵ so in Christ we, though many, form one body, and each member belongs to all the others. ⁶ We have different gifts, according to the grace given to each of us (Romans 12:3-6a).

Paul built teams based on strengths that greatly expanded his work.

Paul was aware of his team member’s strengths. 

Paul was aware that he was not good at everything, his work was to lay “a foundation” and allow others to build on what he established. He also recognized the gifts of those on his team. He taught them about the different parts of the body and how each part is needed to accomplish all that needs to be done.

Some leaders think they should be great at everything, but serving leaders humbly acknowledge that they need others. They look at themselves “with sober judgment” to assess their own strengths and to see areas in which they need others. They have conversations with their team to understand where each one is strong.  

Paul aligned each person’s work to their strengths. 

Paul carefully aligned his team members to their own individual strengths. He allowed Luke to use his strengths as a doctor and historian. When a church needed strong leadership to straighten out problems Paul sent Titus to Crete. When the need was for nurturing and strengthening relationships he sent Timothy to Ephesus. (See references below).   

Some leaders focus on the task that needs to be done and assign a worker to do the task. But serving leaders focus on the person and align the task to their strengths. 

Paul used strengths to develop high functioning teams.

As Paul aligned the assignments of his team members to their strengths, the team performance increased. The individuals thrived and were fully engaged in their work and loved what they were doing. They were able to acknowledge the strengths of the others and affirm them in their roles. They could share responsibilities with others on the team based on strengths.  

Some leaders assign teams to accomplish a goal with little thought or communication about the strengths needed for the assignment. But serving leaders openly talk with their teams about individual strengths and affirm what each one brings to the team. 

 Serving leaders know the only way to build strong teams is to build teams on strengths. They acknowledge that their strength lies in recognizing the strengths of others.

For further reflection and discussion:

What are my top three strengths as a leader? In what areas do I need others around me to complement my strengths?

How well do I understand the strengths of my team? Do I assume that because someone is doing a job well that they enjoy doing it? When will I meet with them to ask what activities really bring them joy?

When I understand the strengths of my team members, what adjustments can I make to bring greater alignment between individual strengths and assignments?

How well do my team members understand the strengths of others on the team? If we have not already done so, when can we meet as a team to talk about strengths?  

In addition to the scriptures used in this issue, read and reflect on how the following passages also illustrate how Paul acted to Build on Strength:  Romans 12:3-8; 1 Cor. 3:5-10; 12:1-31; Ephesians 4:7, 11-16.

Also consider how Paul referred to Timothy and Titus in these passages and the different roles to which he assigned them. (Timothy: 1 Corinthians 4:17, Philippians 2:19-23; 1 Timothy 4:12-16. Titus: 2 Corinthians 8:16, 23; Titus 1:5)  

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how Paul grew others and prepared his team for succession.

*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.

All leaders expect those under them to follow, but there is also a sense in which serving leaders follow those under them!  Paul’s exhortation lays the foundation for our reflections.

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

Paul was the leader, actively seeking to shape the faith community at Corinth. But he was also a follower and was shaped by the people he led. Serving leadership is not a one-directional exchange between the leader and the follower. It is a reciprocal relationship in which communication and learning happen in both directions. What are the ways that serving leaders follow those under them?

Serving leaders follow those under them by listening for connection.  

Paul had a personal relationship with the church at Corinth. He had spent time with them, he knew their stories, their hopes and dreams. He had strong connections with them. Some leaders see those under them simply as workers. But serving leaders see those under them as people, not machines or robots doing a task. The people who show up for work or attend the church service have needs, challenges, joys and concerns about their lives. They are unique individuals. Serving leaders want to connect with the heart of those they serve. So, they take time to listen, seeking to understand the people they are leading.  This may be in a formal one on one meeting in which the leader asks questions like, “How are you really doing?” “What brings you the greatest joy in life right now?” “Are there personal goals you have that you would like me to know about?” Or it might be a quick question at the beginning of the day like, “How was your son’s soccer game last night?” Serving leaders listen carefully to learn to know the people they serve so that they can connect with them. They follow by listening for understanding.

Serving leaders follow those under them by asking for feedback.   

Some leaders assume that since they are leading and others are following, everything must be alright! But serving leaders humbly acknowledge that they have blind spots. They are willing to ask for feedback from those they lead. They recognize that the only ones who know what it is like to be led by them are those under their leadership! They also realize that followers are not likely to offer feedback unless they feel it is safe to do so and that it is welcomed. So, serving leaders are willing to ask for feedback either formally or informally. They follow by asking for feedback.

Serving leaders follow those under them by adjusting for impact.   

Some leaders seek to treat everyone in the same way and expect those who follow to adjust to their style of leadership. But serving leaders recognize that they are in a position of authority to serve those who follow so they pay attention to the needs of the followers and adjust their leadership accordingly. They allow the feedback of those who follow to help them become better leaders. Because they listen well, they realize that individuals have different needs. Some need more time to adjust to change than others. Some need grace because of a personal challenge they are facing while others need firmness. Some need the details while others want the big picture. Paul rebuked Peter openly; but quietly wrote letters to Timothy. He adjusted his leadership to meet the needs of those under him. Serving leaders follow those under them by adjusting their leadership style to best serve them.  

Serving leaders follow those above them, those over them, those ahead of them, those around them and those under them. Serving leaders lead well…by following well!

For further reflection and discussion:

• How do I take time to listen to those under my leadership? How well do I know their dreams and their fears? What steps can I take this week to listen more carefully?    
• In what ways do I welcome feedback from those who follow me? How will I respond to the feedback?
• Reflect on the needs of 4 or 5 people who follow you. What are the unique leadership needs of each one? How will I adjust my leadership to meet these needs?  
• Read 1 Corinthians 9:19-23. Reflect on how these verses demonstrate the way that Paul followed well and adapted his leadership to serve those he wanted to reach. What do I learn from Paul’s example that I can apply in my own leadership?  

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll begin a new series on how Paul lived out the Five Actions of Serving Leadership.  

Leaders lead—but they also follow! We have examined how serving leaders follow those in authority over them and how they follow those ahead of them. In this issue, we’ll continue to look at Paul’s instructions to the church in Corinth and reflect on how leaders follow those around them, their peers.   

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

We can easily overlook the fact that when Paul says “follow my example” he was not writing to an individual but to the entire church. He expected the Corinthians to be followers as a group, not as individuals. Paul assumed they would learn from each other and help each other on this journey. Serving leaders reflect on what it means to lead not in isolation but with others who are on the same journey.  Just as serving leaders follow those who are over them and ahead of them, they also humbly learn to follow those around them. 

Serving leaders follow those around them by noticing.   

As Paul encouraged this group to follow his leadership, he expected them to look around at the others in the group and notice what they were doing. A serving leader can also learn by simply noticing what others around them are doing. In some cases, a leader will be able to see positive examples from which to learn. In the Corinthian church, there were lots of examples of people not doing well! All peers offer learning opportunities to leaders who simply notice.

Some leaders are so focused on what they are doing that they don’t notice what others are doing. But serving leaders look around. They observe their peers and learn from them. Where they see their peers making mistakes, they make corrections in their own leadership to avoid the same mistakes. Where they notice success, they are secure enough to affirm that success and reflect on what they can learn from it. They follow their peers by noticing.  

Serving leaders follow those around them by adapting.   

Some leaders see success in another place and rush to imitate what is being done with no discernment of how it will work in the context of their own gifting, vision, and mission. But as serving leaders notice what their peers are doing that is working well, they reflect on what they can learn and apply to their own leadership context. They do not rush to imitate exactly what another person is doing but ask themselves how the success of their peers could best be adapted to their own situation. They may seek counsel from someone ahead of them to help discern what adaptations would be most helpful.  They follow their peers by adapting.

Serving leaders follow those around them by collaborating.

As Paul encouraged the group at Corinth to follow him, he taught them a lot about the unique gifts each person brought to the team. He was encouraging interdependence among them. Serving leaders learn to collaborate with their peers. They acknowledge that they do not have strengths in every area and that there is someone else on the team who can complement their weaknesses.

Some leaders see everyone around them as a potential threat, a competitor. But serving leaders see people around them as opportunities to become stronger. They follow their peers by collaborating.

Following peers requires much thought and discernment and serving leaders should not follow them alone but as they follow those over them and ahead of them. Following only peers is short-sighted; not following them is equally blind! Serving leaders see those who are around them as a valuable gift and gladly follow.

For further reflection and discussion:

• How has my leadership been shaped, or not shaped, by those around me? How has this helped or hindered my own growth as a leader?
• Who do I consider my peers in leadership? (List at least 5 other leaders.) Have I seen this group as competitors or people that I can learn from? In what ways can I learn from their lives? What could I adopt from their leadership that would be effective in my own context?   
• What are specific ways that I could collaborate with my peers? What one step will I take this week to begin this process?
• Read the account of Paul’s interaction with the church leaders in Acts 15. Reflect on how Paul related to them as they grappled with a very contentious issue. Are there ways in which he showed respect for them as authorities in the church? Are there ways he acknowledged that the group of leaders at Jerusalem were ahead of him? In what ways might he have considered this as a group of his peers? What do you learn from his example that can be applied in your own leadership?  

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how leaders follow those under them.

  In the last issue, we examined how serving leaders follow those in authority over them as Paul followed Christ. In this issue, we’ll focus on how leaders follow those ahead of them. Serving leaders today have the privilege not only of following those in authority over them, but also following other leaders who are ahead of them on the journey. Again, Paul provides the challenge in his short statement to the church in Corinth:

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

As a pioneer and apostle, Paul did not have many contemporaries who were ahead of him in the work he was doing. But he offered himself as an example to the Corinthians of someone they could follow because he was ahead of them on the leadership journey. In doing so he reminds all serving leaders to look for people that are ahead of them and take deliberate steps to follow them. How can serving leaders follow those ahead of them?

Serving leaders follow those ahead of them by observing.  

Paul tells these leaders to follow “my example.” Paul first needed to live a life worth imitating which is a challenge to all serving leaders! Then he invites them to observe his life and to imitate him. For them to do this they needed to stop and reflect on how Paul lived his life, how he led and what his habits were. He recognized that they could learn a lot from his own life if they were only willing to follow.

Some leaders focus on their own journey and see those ahead of them as competitors. But serving leaders realize that those who have gone ahead of them have a wealth of experience and wisdom so they carefully observe their leadership. They are eager to read their stories, listen to their podcasts or simply to observe what they do in order to learn.  

Serving leaders follow those ahead of them by asking.  

Another way leaders can learn from those ahead of them is by asking great questions. In Paul’s situation, he is writing to them and their questions would need to come in a written response. But if he was in person, he would certainly have invited them to ask questions.

Some leaders believe that asking for help is a sign of weakness. They are afraid to acknowledge the things they do not know about leadership. But serving leaders readily acknowledge they don’t have all the answers. They are eager to ask those who are ahead of them for counsel and advice. They reflect on the challenges they face and develop questions they can ask those ahead of them that would most help them in their own journey.

Serving leaders follow those ahead of them by imitating.  

As Paul invites these leaders to “follow my example” he is expecting that they will do more than observe and ask good questions. He expects them to put into practice what they see him doing. Of course, he does not expect them to become just like him in terms of their unique personalities, giftings, and callings. But he does call them to ask questions and then carefully and prayerfully apply in their own context what they see in him.  

Some leaders view any form of imitation as a sign of their own defeat. But serving leaders humbly acknowledge that they can grow by imitating those who are ahead of them in leadership. They maintain their own unique calling, position and personality, but find ways to move ahead more quickly by imitating those who are ahead of them.   

Serving leaders see those who are ahead of them as a valuable resource and gladly follow!

For further reflection and discussion:

• In my realm of leadership who are 3 leaders who are ahead of me? In what ways have I already learned from their example? How can I be more deliberate about following them in a healthy way?   
• What are five questions that I could ask of one of the leaders I listed above? (Take some time to reflect on what leadership issues you most need help with and what questions would help you gain insight from a leader that is ahead of you.)
• How and when will I ask the questions above? (Consider your proximity to that leader. Are you able to ask for a 1 hour meeting with them? Can you send an email or letter with your questions or schedule a call?)
• How can I best imitate those ahead of me in my current role? What dangers must I guard against as I follow their lead?

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how leaders follow those around them.

December 11, 2024

One of the profound mysteries of the Christian faith is that God came to be with us in the person of Jesus! One of the many names of Jesus is Emmanuel which means “God with us.” (See Mt. 1:23). Theologians call this the incarnation which means that in Jesus the divine spirit of God and human flesh were united. John calls Jesus the Word and summarizes it in this way:

“The Word became flesh and made his dwelling among us. We have seen his glory, the glory of the one and only Son, who came from the Father, full of grace and truth (John 1:14, NIV).   

The incarnation, when God came to be with us, changes everything! And in the incarnation, Jesus models the way for serving leader to be with those they serve.

Incarnational leaders identify with those they serve.  

“The Word become flesh…” Jesus became one of us so that He could fully understand us. He was born as a helpless child and went through the normal process of growing up. He experienced pain, exhaustion, temptation, hunger, betrayal, etc. so that He would understand what those He served experienced in life. The writer of Hebrews says that Jesus is able to sympathize with our weaknesses because He was tempted as we are. (Hebrews 4:15)

Some leaders rise in power and authority and forget what it was like to be on the other side of leadership. They forget the growing process they went through and the many mistakes they made along the way. They fail to identify with those they serve. But serving leaders see themselves as human and recognize that those they serve are also humans. They call for growth, but they also sympathize with failures. Serving leaders identify with those they serve.  

Incarnational leaders relate with those they serve.   

“The Word became flesh and made his dwelling among us.” Jesus came to live with us! A paraphrase (The Message) says that Jesus “moved into the neighborhood.” Jesus spent most of His time with the people He came to serve. He ate with them, walked with them, worked with them, laughed with them and cried with them. He built strong relationships with them.  Jesus laid aside His rights and privileges as the King of Kings and related with others in a natural winsome way. He came to be with them, not over them.

Some leaders seek to distance themselves from those they serve. They insist on special privileges and titles that distinguish themselves from followers. But serving leaders follow the example of Jesus. They lay down their rights and bridge the gap between leaders and followers. They do not seek to dominate or dictate but build genuine relationships with the ones they serve. Serving leaders relate with those they serve. 

Incarnational leaders share with those they serve.  

“We have seen his glory….full of grace and truth.” Jesus was incarnational and human but He was also a leader. He had a mission to accomplish and part of that was to reveal His plan to His disciples. He shared with them a different way to live and a different way to lead. He shared truth with them that was perfectly balanced with grace.  

Some leaders share plenty of truth but with very little grace! Others show so much grace they never get around to the truth. Serving leaders share both grace and truth.  

Some leaders start by sharing truth and see their only function as getting people to do what is expected and produce the desired results. But serving leaders follow the example of Jesus. They don’t share truth until they identify with and build relationships with those they serve. From that foundation, they share both truth and grace. Serving leaders share with those they serve. 

For further reflection and discussion:

• Take a moment to identify with one person that you lead. Imagine what life is like for them. What challenges are they facing at home, physically, financially, emotionally, spiritually? What difference will this make in the way you lead them?
• Reflect on the level of your relationship with those you lead, especially those at the lowest level in your organization. Do I enjoy being with them? When is the last time we have eaten together? Do we ever do things together that are not related to my role or because of being in the same organization?  
• Leadership is about being with those you serve. In what ways this season can you be with those you serve? Find ways to give more of your presence which is more precious than presents.     
• Have I shared truth with those I serve before I identified with them and build a relationship with them? What was the result in my leadership?
• Do I most often share more truth or more grace? How does that impact my leadership?
• Consider the following verses and reflect more on what it means to be an incarnational leader from the example of Jesus and instructions of scripture: John 4:6; 8:1-11; 11:35; Hebrews 4:15-16; 5:2; Ephesians 4:15; Philippians 2:1-11, Galatians 6:1-3.  In what way can I more closely reflect Jesus’ incarnational leadership?

Until next time, yours on the journey,

Jon Byler