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

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

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

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

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

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

Failure is an event, not an identity.

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

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

Failure is an opportunity for a new beginning.

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

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

Failure is a universal human experience.

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

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

For further reflection and discussion:

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

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

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

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

Until next time, yours on the journey,

Jon Byler

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

In our exploration of serving leadership, we typically focus on the benefits and rewards of serving others and indeed there are many. But there is also a high price to serving leadership—a price that many are not willing to pay. Serving leadership requires releasing things that many leaders value greatly. In this series we’ll look at three of these costs by reflecting on a teaching of Jesus to His disciples.

²⁴A dispute also arose among them as to which of them was considered to be greatest. ²⁵Jesus said to them, “The kings of the Gentiles lord it over them; and those who exercise authority over them call themselves Benefactors. ²⁶But 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 (Luke 22:24-26, NIV).

 The disciples are having a dispute about leadership and who would be in the top position. Jesus used the debate to provide insight into the type of leadership He was expecting from His followers. It would be radically different than their struggle for positions and different from what they had seen modeled by others. He states bluntly, “You are not to be like that!” He goes on to describe what it would look like to be “the one who serves.”

The disciple’s desire for position is the first area Jesus calls serving leaders to release.

Serving leaders release position as a right.

The disciples started their argument with the assumption that one of them would be in the top position, the only debate was who it would be. They all wanted to be on the top of the organizational chart and they likely each stated their case for why they would be the greatest. They felt like they had earned the right to that position. Some leaders focus their energy on climbing to the highest position and see others as competitors for that role. They delight in telling others how they worked for their position or earned a promotion. But serving leaders surrender this right, they don’t compete with others to get top positions and are equally able to make an impact when they are “like the youngest.”

Serving leaders reject position as a measure.

The disciples were concerned with who would be the most important person on their team. They assumed that the one who was the highest would be the “greatest.” Leaders often use their position as a measure of their value. If they have a “high” position, they believe they have more value as a person.  

Some leaders see their position as an indication of their greatness and delight in telling others their title and role as an indication of their value to the world. They are eager to mention the numbers of people serving them in the organization, how much income the company is earning, and how things have improved since they are in charge. But serving leaders surrender measuring their value by their position. They seek to be like “the one who serves.”  

Serving leaders receive position as stewards.

Jesus didn’t say that it is wrong to have a position but He rebuked their striving for positions. As we have observed many leaders see their position as a right and an affirmation of their worth. But serving leaders release their right to a position. Then they receive a position as a steward. They see their position simply as a place from which they can serve others and the organization. The higher the position; the more opportunities they see to serve.  

For further reflection and discussion:

• What is my heart’s attitude towards the position I currently hold? Do I feel entitled to this position because of my hard work? Do I feel the position is beneath what is rightfully mine? Do I long for a higher position? How does my leadership reflect this attitude of my heart?
• What do I use to measure my value as a leader? Is it related to my position or my impact? How would I view my worth today if my position was stripped away from me and I no longer had a title? How do the words of Jesus challenge me in this area and what can I do to see my value properly?
• If my position is a gift from God to be used for Him, what difference will that make in how I lead others today?

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how serving leaders pay the price of giving up power.  

We have examined several significant actions of secure leaders and recognized that secure leaders are serving leaders. They demonstrate their leadership security as they serve by encouraging, delegating, embracing differences, and accepting mistakes. These actions all lead to the final one, developing others. Developing others is both the outcome of these actions and a deliberate act of secure leaders. Apart from Jesus, Paul is perhaps the best example of a secure leader that developed many other leaders, including Apollos. When the Corinthian church started quarreling about who they should follow, Paul had this to say:  

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. ⁷ So neither the one who plants nor the one who waters is anything, but only God, who makes things grow. ⁸ The one who plants and the one who waters have one purpose, and they will each be rewarded according to their own labor. ⁹ For we are co-workers in God’s service; you are God’s field, God’s building (1 Corinthians 3:5-9, NIV).

Paul’s response demonstrates why secure leaders serve as they develop others.

Secure leaders develop others because they recognize their role.  

 “What, after all, is Apollos? And what is Paul? Only servants…” Paul recognized that he was the founder of this church. But he also saw his role as a servant. He was in a role to serve others and to meet the needs they had. He served by developing Apollos, another servant. Paul was secure in his role and did not need to defend his superiority.   

An insecure leader in the same situation would loudly defend their own role and remind people of their title or position. But secure leaders do not need to argue, they recognize their role and are content to serve in the place of influence they occupy whether that is high or low.

Secure leaders develop others because they respect the gifts of others. 

“…as the Lord has assigned to each his task. I planted the seed, Apollos watered it…” Paul knew his own gifts but recognized that Apollos had distinct gifts. Paul was secure in who he was called to be and had no problem with one of his disciples being gifted differently.

Insecure leaders cannot affirm the unique gifts of others, especially when they seem to outshine their own. But secure leaders respect the gifts others bring and welcome them to use those gifts to serve.  

Secure leaders develop others because they realize the vision.  

 “For we are co-workers in God’s service; you are God’s field, God’s building.” Paul was able to develop others and allow them to flourish because he realized that the vision was much bigger than him. Paul’s vision was not only to plant churches but to see a reproducing movement of churches. He realized that he could not accomplish this alone. He was secure enough to invest in developing others so the work would multiply in subsequent generations.

Insecure leaders limit the vision to what they can accomplish through others but they don’t develop others to multiply the vision for the next generations. Their focus on self produces a short-term vision. But secure leaders see a larger vision of work that will continue long after their own time. So, they invest in the lives of others, developing them to carry on the vision.

Your security as a leader matters! Consider the questions below to grow in your own leadership security.   

For further reflection and discussion:

• When I look at my own leadership, do I primarily see things I have accomplished myself or ways that I have developed others?  How does this reflect my own level of leadership security?
• How do I see my role as a leader? Do I have a need to be at the top or be recognized as the most important leader in my organization? If my title was taken away, would I be content to continue serving in whatever role I had?
• When I see gifts in others, do I feel threatened by areas in which they excel beyond me? How does this impact the way I talk about other leaders in my organization?
• Is my vision limited to what I can accomplish in my lifetime, or do I see a larger picture of what can be accomplished in the next generations?   
• Where I see insecurity in my leadership, what steps do I need to take this week to become a more secure leader? Who can I talk with that can help me grow or hold me accountable to take the steps I need to take?           

Until next time, yours on the journey,

Jon Byler  In the next issue, we’ll begin a new series.

How secure are you in your leadership role? And how does your personal security as a leader impact your ability to serve others? In this series we’ll examine the differences between secure and insecure leaders and discover why secure leaders are serving leaders. Many persons in positions of leadership are insecure but Jesus modeled a very different way.

3 Jesus knew that the Father had put all things under his power, and that he had come from God and was returning to God; 4 so he got up from the meal, took off his outer clothing, and wrapped a towel around his waist. 5 After that, he poured water into a basin and began to wash his disciples’ feet, drying them with the towel that was wrapped around him (John 13:3-5, NIV).

Much has been written about Jesus’ actions here, washing the feet of His disciples with water and a towel, the work of a servant. But the verses that precede His actions reveal that His act of service flowed from three things He knew that gave Him security as a leader.  

Secure leaders know their authority.

 Jesus knew that all things were “under his power…” He was aware of the power and authority He carried with His disciples. Because He was secure in his authority, He could stoop to wash the feet of His disciples. His act of serving did not diminish His authority in any way. He had nothing to prove and nothing to hide.

Some leaders are afraid to serve others because they fear it would make them look less powerful. They believe that powerful leaders have others serving them. So, the more that they get others to serve them, the greater of a leader they believe they are. This is a low and distorted view of leadership! Serving leaders are secure and recognize, like Jesus, that they are in a position of authority to bring value to others and to serve them. Serving leaders use their authority for the sake of others, not themselves. This happens only when they are secure in the authority they have.

Secure leaders know their identity.

Jesus knew that His relationship with His Father was the source of His authority and that “he had come from God…” He was secure in who He was. His title or leadership role did not in any way change His identity. He could wash feet without changing who He was.

Insecure leaders by their actions or words ask others, “Don’t you know who I am? I’m the chairman, the CEO, or the pastor!” They want to be seen and recognized as important people and they look to their leadership role as a validation of their identity. They get their identity from their title and cannot serve others because that would seem to lessen their status.

But secure serving leaders are not focused on who they are; they focus on who others are—and seek to build and strengthen those they lead. They don’t need to prove their identity; they are secure in who they are. Therefore they have no problem serving others.

Secure leaders know their destiny.

Jesus was aware that “he was returning to God.” He understood that His ultimate destiny was not tied to His leadership role. Therefore, serving others would not change His future.

Some leaders are afraid to serve others because they fear that if they give power away and build others up, there will be nothing left for them to do! They are afraid to serve because they are not confident of their own destiny.  

But serving leaders are confident about their destiny. They acknowledge that their leadership is not about them or what they will get out of it. They are in leadership to serve others and serve because it is the right thing to do, not because of what they might gain from their actions.

As a secure leader, Jesus served. Secure leaders are serving leaders.

For further reflection and discussion:

• How secure am I as a leader? What evidence of this do I see in my leadership?
• Do I use my leadership role to demonstrate my own power and authority? In what ways
• Are there ways that my identity is tied to my leadership role? What would happen to my perception of myself today if I lost my title or position?
• Do I ever fear that serving and empowering others may result in me not having anything useful to do? How does this impact my leadership?  

Until next time, yours on the journey,

Jon Byler

In the next issues we will look at the actions of secure leaders, first at how secure leaders encourage.

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

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

Don’t let anyone look down on you because you are young, but set an example for the believers in speech, in conduct, in love, in faith and in purity (1 Timothy 4:12).

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

Timothy released the baggage of family.

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

Timothy released the baggage of age.  

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

Timothy released the baggage of personality.

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

For further reflection and discussion:

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

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how Timothy learned self-control. Note: In this series we are looking at the life of Timothy. It’s a great time to read through the two books in the Bible with his name, written to him by Paul. As you read, reflect on what Timothy did to grow as a leader and how his actions apply to your own growth.

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

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

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

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

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

Anticipating failure accelerates flourishing by acknowledging the intent.

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

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

 Anticipating failure accelerates flourishing by anticipating the impact.

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

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

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

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

Anticipating failure accelerates flourishing by accepting the implications.

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

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

For further reflection and discussion:

How has thinking about failure been distorted in your context? Reflect specifically about the thinking in this area in your culture, your family, and in the organization you lead. What impact has this thinking had on you as a leader? In what ways do you need to adjust your thinking to align with God’s intent?

Reflect on what the impact would be if everyone in your organization would fully grasp and live out what it means to anticipate failure. Write at least three reflections.

What action steps will you take as a leader to anticipate failure in your home, organization or community? Choose which of these areas you will focus on and then list 2 or 3 specific steps you will take and dates for when you will take the actions.

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll start a new series!

Serving leaders first ask themselves, “Who am I?” But then they take a look at those who follow them and ask a related question, “Who are you?” Serving leaders love those who follow and they desire for their followers the same that they desire for themselves. They invite their followers to also learn about their identity, their strengths and their weaknesses. They invite their followers to also consider Paul’s instruction: “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” (Romans 12:3, NIV). Serving leaders help their followers to think of themselves with “sober judgement” by asking “Who are you?”  

Serving leaders ask “Who are you?“ to establish identity.  

Serving leaders do not identify their followers only by their role. They acknowledge that each person is unique with an identity beyond what they do. They seek to learn to know each person they lead deeply. They become students of those they lead. With a genuine desire to know they ask, “Who are you?” Beyond questions related to their work, serving leaders often ask questions like, “What makes you laugh? What makes you cry? When do you feel most fully alive?” Serving leaders also want their followers to understand themselves. They ask their followers “Who are you?” to encourage reflection on their own identity.   

Serving leaders ask “Who are you?“ to express strengths.  

Serving leaders recognize that each of their followers have unique gifts that God has given to them. They ask, “Who are you?” to identify those strengths. They are not afraid to ask, “What do you most love to do when you are here? What gives you the most energy? What more would you love to do?” Serving leaders are willing to invest time and energy to identify the greatest strengths of those they lead because they genuinely care about the person. When needed and when possible, they are willing to shift a person’s responsibilities to best fit their strengths.  They focus on the strengths of those they lead and seek to maximize the potential that they see in each person.    

Serving leaders ask “Who are you?“  to expose weaknesses.  

Serving leaders also ask, “Who are you?” to expose the weaknesses in those they lead. As they know for themselves, no one can be strong in every area. Serving leaders don’t expose weaknesses of others to demean or discourage. Instead, they help followers understand their own weaknesses to build a strong team. By recognizing an area of weakness, a follower will be willing to pass off a task to another person on the team gifted in that area. So, serving leaders ask their followers “What parts of your work are not life giving to you? Which elements of your job could be done better by another member of our team?” They listen carefully to the answers and serve by helping the follower to discover ways that others can complement their weaknesses.  

Serving leaders continue the journey of asking the right questions by asking those they serve, “Who are you?” 

For further reflection and discussion: 

•  For these questions, choose one person you lead and answer the questions based on that person.  
• On what does this person base their identity? Do I know them well enough that I understand who they are apart from the role they fulfill?  How can I help this person be more secure in their identity? 
• What are their greatest strengths? How are these expressed in their role? Are there changes I should make to their responsibilities that would allow them to be more closely aligned with their strengths? What potential do I observe in this person and when can I communicate that to them? 
• What are their greatest weaknesses? Have I explored these with the person in a way that does not diminish their strengths? Have I clearly helped them understand that these are opportunities for teamwork?  Are there any changes I should make in their responsibilities to minimize their weaknesses?   

Until next time, yours on the journey, 

Jon Byler 

In the next issue, we’ll examine another question serving leaders ask themselves: Who am I becoming?  

Most leaders see themselves as people with answers but serving leaders are more concerned about asking the right questions than having the right answers. Asking questions helps people think, helps people grow and helps people lead. So, serving leaders grow themselves and others by learning to ask good strategic questions of themselves and of those they lead. In this series we’ll examine questions that serving leaders ask themselves and a corresponding question that they ask those who follow. The first and primary question leaders ask themselves is, “Who am I?” Paul invites this question when he says, “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” (Romans 12:3, NIV). Paul invites all leaders to think of themselves “with sober judgement.” It is not always selfish to think of self. When done with sober judgment one of the ways leaders serve  the people they lead by thinking properly about their identity. Serving leaders ask themselves, “Who am I?” to recognize three components of who they are.  

Serving leaders ask “Who am I?” to establish their identity.

Every leader needs to be grounded in their identity. Paul challenges leaders to reflect on who they are. He does this in the context of a diversity of giftings which God has given to individuals. The temptation for every leader is to identify themselves with their giftings. This can lead to false pride or thinking “of yourself more highly than you ought.” But serving leaders ask themselves, “Who am I?” in order to establish their identity not in what they do, but in who they are. When they ask this question, they avoid comparing themselves to other leaders but focus on who they are. They recognize that God distributes gifts but their identity lies in their relationship with the giver, not the gift.

Serving leaders ask “Who am I?“ to express their strengths.

Paul asks leaders to reflect on the “faith” or gifts that God has given to them. In the context, he is looking at the diversity of gifts that God gives to His people. Serving leaders base their identity on their relationship with God but then ask themselves “Who am I?” to discover and express their strengths. They seek to identify and confirm the gifts God has given them. They are eager to learn about the areas in which they are strong in order to fully maximize their strengths. They acknowledge that they will only flourish in their leadership role when they are utilizing the unique strengths God has given them.

Serving leaders ask “Who am I?“  to expose their weaknesses.

Paul requests that leaders think of themselves with “sober judgement.”  While serving leaders focus on building on their strengths, they also ask “Who am I?” to expose who they are not. They uncover their weaknesses in the journey of self-discovery. As they do so, they do not compare themselves with others who have different gifts. Nor do they seek to become strong in areas in which they are not gifted. Instead, serving leaders allow their weaknesses to move them toward others who complement their strengths. They allow their weaknesses to help them build a well-rounded team.

Start the journey of asking the right questions by asking yourself, “Who am I?”

For further reflection and discussion:

• On what do I base my identity? Is it primarily focused on my gifts and accomplishments or on my relationship with God? What difference does this make in the way I lead?   
• What are my greatest strengths? (List several) Am I tempted to see my strengths as a way to  feel  better than others? If so, how does this impact my leadership? What am I doing to develop my strengths?
• What are my significant weaknesses? (List several) Am I tempted to look down on myself because of these weaknesses or do I acknowledge that I have weaknesses that require me to work with others who can complement me?              

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how serving leaders ask those who follow, “Who are you?”    

Servant leaders receive God’s grace as we saw in the previous issue. They acknowledge their need of grace and begin their journey with Jesus. That journey requires learning to live by grace. As Paul reminds us:

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

As leaders receive God’s grace, they begin the journey of learning to live by grace. They acknowledge that works will not save them, but they are created “to do good works.”

Leaders grow to understand the specific call God has given them to lead those who follow, and they get busy with the tasks at hand. But they must learn to live this journey by grace. How do servant leaders allow grace to shape themselves before they seek to lead others?

Servant leaders allow grace to shape their identity.

Servant leaders find their identity in what God has done for them, not what they have done for Him! They learn to live with the reality that “it is by grace you have been saved.” They lead and serve because of grace, not to get grace! This makes all the difference in the outlook of a leader. It is not position, titles, or possessions that shape our identity, rather it is God’s grace upon our lives. Servant leaders find their identity in God’s grace.

Servant leaders allow grace to shape their service.

Leaders who live by grace acknowledge that they are “created to do good works.” Leaders work hard. But servant leaders allow grace to shape their service. Servant leaders learn that their service to Jesus is a response to His grace rather than a sense of guilt, fear or duty! They live and serve with grace. As Paul gives instruction to a young leader, Titus, he says, For the grace of God has appeared that offers salvation to all people. It teaches us to say “No” to ungodliness and worldly passions, and to live self-controlled, upright and godly lives in this present age (Titus 2:11-12).

The things servant leaders say “yes” to and the things they say “no” to are shaped by God’s grace. They do not serve with a sense of guilt or duty; they serve in response to God’s grace. Servant leaders view their work as an overflow of God’s grace in their lives, not that which attracts God’s grace. Servant leaders serve God wholeheartedly, not because of guilt or duty, but because they love Him and what He has done in their lives.

Servant leaders allow grace to shape their calling.

Paul reminds leaders that their calling is to do that “which God prepared in advance for us to do.” The call of a servant leader flows out of God’s grace, not out of their own desires to change the world. The vision of the servant leader is an acknowledgement of God’s call, not the cry of a power-hungry person.

Living by grace profoundly shapes the way we lead. Servant leaders first learn to live in God’s grace before trying to gain influence with others. They settle the issues of their identity and calling as they reflect on God’s grace. They don’t base their worth on their accomplishments, but on God’s grace. This allows them to step into their leadership role with confidence but a deep humility and awareness of God’s grace in their lives.

Servant leaders lead with grace by first learning to live in God’s grace.

Until next time, yours on the journey,

Jon Byler

For further reflection and discussion:

• On what do I base my identity? Is it based primarily on what I do or accomplish as a leader? Or is it based simply on what God has done in my life by His grace?
• What guides me in saying “yes” or “no” to temptations? Are my decisions a response to God’s grace, or a desire to look good to others? When I struggle with a sin, do I try to work harder to overcome it or do I look at God’s grace until my heart is changed in how I see my sin?
• As I carry out my leadership vision, am I continuously aware that this is what God “prepared in advance for me to do”? Or do I believe that I have developed my abilities to influence at this level?    

We use many words to describe leaders. Powerful, authoritative, persuasive, strong, bold, and visionary are often used. But have you ever heard a leader described as graceful or filled with grace? Not very likely! But Jesus was a leader “full of grace” (John 1:14).

What is grace? One of the most common definitions of grace is the unmerited favor of God. It is God’s favor on our lives, giving us blessings that we don’t deserve. Grace is not something we work for or deserve, it is unmerited.

So, what does it mean to lead with grace? In the next three issues we’ll seek to discover how to lead like Jesus, full of grace.

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

Paul wrote these words about grace to all believers, not just to leaders. But how does this deep work of grace impact the way we lead? Servant leaders first receive grace.

Servant leaders acknowledge they need grace.

Paul makes it clear that we all, including leaders, are saved by grace, the gift of God. Why do leaders need grace? Leaders are action oriented, world changers! They appear to be able to do things on their own.

But Paul reminds us that we can’t make it on our own. All our leadership gifting and capacity is not enough to earn our salvation. All the good deeds we do as leaders will not make a difference in our status with God.

Servant leaders acknowledge that they are the first ones who need grace!

Servant leaders admit their tendency towards work instead of grace.

Why does Paul need to point out that what God has done for us is “not by works, so that no one can boast”? He recognizes that leaders tend to measure themselves by what they accomplish and boast about it to others. Leaders measure success by what they have or accomplish. They measure success by the size of their vision or by the number of people who follow. All these measurements can give status to a leader, but this is not grace based leadership.

Servant leaders acknowledge with humility that none of their work is a cause for boasting. They admit their own tendency to boast of their work instead of God’s grace.

Servant leaders accept God’s gift of grace.

Paul challenges us all to accept God’s gift of grace as the only way to walk with Jesus. When first coming to Christ, most people feel a deep sense of a need for God’s grace. But with time, as God works to transform our lives and calls us into leadership, it is easy to shift our focus from the need for God’s grace in our own lives to the need other people have for God’s grace. Servant leaders remember that they must continually accept God’s gift of grace.

Receiving grace profoundly shapes the way we lead. Servant leaders see their leadership as a gift from God to be used for His purposes. They do not see their leadership as something they deserve because of good performance. They humbly learn to keep receiving grace at the top of their daily “to do” list. They pause to remind themselves that all their leadership achievements are nothing compared to the grace God has given them.

Servant leaders lead with grace by first receiving God’s grace.

Until next time, yours on the journey,

Jon Byler

For further reflection and discussion:

• How often in my daily life do I recognize that I need God’s grace? What can I do to make this a more living reality in my life?
• After Paul successfully planted many churches and was recognized as an apostle in the church, he said that he was the “worst of sinners” (1 Timothy 1:15-16). How did this view of himself shape his leadership? What can I learn from Paul’s example about receiving God’s grace even after leadership success?
• In what ways do I tend to measure my significance by my accomplishments? How does this impact my view of God’s grace? What do I need to do to turn my boasting towards God’s grace instead of my work?

Copyright, Global Disciples 2019.