Few things need wisdom like trying to divide an inheritance among siblings! Joshua faced this on a national scale as he led the Israelites through the process of dividing up the land into tribal portions.  Joshua employed wisdom in this potentially explosive moment and offers serving leaders practical wisdom for navigating divisive situations.

⁴ Appoint three men from each tribe. I will send them out to make a survey of the land and to write a description of it, according to the inheritance of each. Then they will return to me. ⁵ You are to divide the land into seven parts. Judah is to remain in its territory on the south and the tribes of Joseph in their territory on the north. ⁶ After you have written descriptions of the seven parts of the land, bring them here to me and I will cast lots for you in the presence of the Lord our God (Joshua 18:4-6, NIV).

Joshua employed wisdom by involving everyone.

Joshua instructed the people, “Appoint three men from each tribe.” He involved the people in selecting the leaders who would divide the land into parts. Every tribe had equal representation. Every man carried with him the mandate to get the best portion for their tribe! Joshua wisely created a process in which no one was excluded.

Some leaders face divisive issues and make decisions using their own experience and expertise. But serving leaders recognize that divisive issues require inclusive practices. They wisely pull key people into the decision-making process, ensuring that all voices will be heard.

Joshua employed wisdom by delegating authority.

Joshua gave authority to the men who were chosen, “you are to divide….” Their work was to survey the remaining land and divide it into portions that were equal in value. Undoubtedly, as they traveled through the land they were carefully observing what areas had fertile soil, good pastureland, and fortified cities. Every man was carefully looking at what they wanted but also aware that another tribe might get it, so they chose carefully.  In addition, Joshua selected three people to ensure broader representation and that there would not be a tie vote. By wisely delegating the process, Joshua ensured that no one could accuse him of favoritism.

Some leaders fear that the delegation of authority in a divisive issue will create more problems so they delegate less. But serving leaders wisely find ways to delegate authority that creates better outcomes and group support for the process.

Joshua employed wisdom by retaining decision-making power.

While Joshua involved everyone in choosing the leaders and delegated authority to the leaders in dividing the land, he took charge of the final step in the process. “I will cast lots for you….” Under God’s guidance, he would make the final decisions. He recognized that even with the careful process of dividing the land into 7 portions, if he allowed the leaders to choose, there would be more dispute over who received which portion.

Some leaders abdicate their ultimate responsibility to make final decisions and allow others to selfishly influence the outcomes. But serving leaders recognize that after involving people appropriately, they are responsible for making the decision that best serves the vision and mission of the organization. Then, like Joshua, they employ wisdom from God and decide. 

 Serving leaders employ wisdom to turn potential division into unity. 

For further reflection and discussion:

• Reflect on a leadership decision which you are currently facing that is potentially divisive. With that situation in mind, reflect on the three ways Joshua used wisdom (he involved everyone, he delegated authority, and he retained decision-making power). What can you learn from his example and what will you do to lead with wisdom through this situation?

Reflect on Joshua’s decision to allow the leaders to divide the land into 7 portions. What might have happened if Joshua had divided the land without their involvement? What can you learn from this about delegating authority? 

In addition to these reflections from Joshua’s life, consider the following verses from Proverbs that relate to employing wisdom in divisive issues.  Proverbs 6:16-19; 13:10; 15:1, 18; 16:23-24, 28; 17:14; 18:6, 17; 19:11; 29:22.        

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how Joshua used wisdom in casting vision. 

Secure leaders serve those they lead by embracing differences.  Instead of being threatened by differences, they see differences as a strength.  The leadership team in Antioch was filled with five remarkably secure leaders.  

¹ Now in the church at Antioch there were prophets and teachers: Barnabas, Simeon called Niger, Lucius of Cyrene, Manaen (who had been brought up with Herod the tetrarch) and Saul. ² While they were worshiping the Lord and fasting, the Holy Spirit said, “Set apart for me Barnabas and Saul for the work to which I have called them.” ³ So after they had fasted and prayed, they placed their hands on them and sent them off (Acts 13:1-3, NIV)

This team modeled how and why serving leaders embrace differences. 

Secure leaders embrace different backgrounds because they provide perspective.

This group came together from remarkably diverse backgrounds. Barnabas came from the island of Cyprus and was a Jew but spoke Greek. Simon (a Jewish name) and Lucius (a Latin name) were Africans and likely black. Manaen was a Palestinian with Greek background who grew up in the center of the political world in Judea. Saul, who would become Paul, was a well-educated Jew from Tarsus.  The team was clearly multi-racial and multi-ethnic. Their different backgrounds gave them the diverse perspectives they needed to lead the growing church in Antioch with its mixture of Jews and Gentiles. Their different backgrounds and perspectives made them a dynamic team.  Where there was a need for someone to speak in a Jewish synagogue, Paul was prepared. Barnabas could speak Greek. Manaen could speak to the Gentile politicians and Simon and Lucius could connect with immigrants. This diversity could have caused significant conflict, but these leaders were secure enough to embrace the different perspectives each brought to the team.

Insecure leaders see different backgrounds as a threat and a distraction. They look for people who think like themselves and see the world in the same way. But secure serving leaders serve by embracing those from different backgrounds.

Secure leaders embrace different gifts because they produce strength.

There were many different gifts represented in this circle of leaders, some were prophets, some were teachers. Barnabas was an encourager, a giver and a man of faith. He recognized the need to bring Saul to Antioch to help with the young church (see Acts 11;19-26). Saul was a strategic visionary. With the others, they were a strong team because of their different gifts.

Insecure leaders don’t readily accept and affirm the gifts of others. They feel threatened when others do things better. But secure serving leaders see different gifts as a strength. They acknowledge and affirm the value that other gifts bring. They serve by embracing different gifts.  

Secure leaders embrace different callings because they propel innovation.  

As the team worshipped and fasted it became clear that two were called to go. As they released Barnabas and Saul, they launched a new age of church expansion and innovation that would go to the ends of the known world!

Insecure leaders can’t see beyond their own work or envision greatness beyond themselves and their own calling. But secure serving leaders recognize that different callings can lead to innovative expansion. They serve by embracing different callings.

For further reflection and discussion:

• How diverse is my team in terms of backgrounds? Gifts? Calling? How does this impact my success?
• In what ways can I encourage the different perspectives on my team?
• Have I tended to bring around me people with gifts that are similar or different from mine? How has that impacted my leadership capacity?
• How clearly have I recognized and affirmed the different gifts on my team? Who can I talk to today to express my appreciation for the gift they bring which is so different from mine?
• What has been my attitude towards those whose calling is quite different from mine? Have I been able to bless and release these gifts in ways that produce new initiatives? Who on my team currently may have a call to something new and different? How can I encourage them to follow that call?   

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how secure leaders accept mistakes.

If I asked you to name the top 10 leaders in the New Testament church, I doubt that Barnabas would be on the list. Yet, he served the church in amazing ways. He was the catalyst for Paul’s acceptance into the church. Barnabas helped establish the church where followers of Jesus were first called Christians and was on the first team sent into cross cultural missions. He was trusted with significant amounts of money and was a part of the Jerusalem council that provided equal footing for Gentile believers. He played a key role in the lives of two New Testament writers: Paul and Mark. In this series we’ll look at the ways Barnabas served the church and learn from his example.

We first hear about Barnabas soon after the church in Jerusalem was established.  ³⁶ Joseph, a Levite from Cyprus, whom the apostles called Barnabas (which means “son of encouragement”), ³⁷ sold a field he owned and brought the money and put it at the apostles’ feet (Acts 4:37, NIV)

At the first mention of his name, we find that his real name was Joseph, but he was already called Barnabas by the Apostles because of the way he encouraged others. While we don’t have a record of what Barnabas did prior to this first mention, there are subsequent actions that give us a glimpse of how Barnabas served with encouragement.

Barnabas encouraged by believing in the unaccepted.  

Paul had been the chief persecutor of the church and was intent on killing and imprisoning those who followed Jesus. Even after a radical conversion, when Paul came to Jerusalem the church was afraid of him and would not accept him as a brother. (Read Acts 9:26-27). But Barnabas believed in Paul and leveraged his influence to bring him into the Jerusalem church. Imagine how Paul felt as he listened to Barnabas validate his calling! By believing in the unaccepted, Barnabas served the church by bringing in the greatest apostolic missionary of all time! Serving leaders encourage by believing in the unaccepted.  

Barnabas encouraged by believing in the unproven.  

Soon after the persecution of the church scattered the believers, a small group of Greeks came to faith in Antioch. These Greek believers had just come to faith in what was up to that time an almost exclusively Jewish movement. They were unknown and unproven. The Jerusalem church leaders sent their trusted encourager, Barnabas, to investigate the reports. He “was glad and encouraged them…” (Acts 11:23). Imagine how these believers felt to have a leader like Barnabas accept and encourage them. Barnabas spent a year there developing this fledgling group into the people first called Christians and from where the gospel would expand to the rest of the known world. By believing in the unproven believers in Antioch Barnabas served the church by building the team that would be the base for launching the gospel to the rest of the world. Serving leaders encourage by believing in the unproven.

Barnabas encouraged by believing in the unsuccessful. 

Mark, a cousin of Barnabas, went with Paul and Barnabas on their first missionary journey, but Mark turned back. He quit! Later, when they were ready to go on their second journey Paul understandably didn’t want to take Mark along, but Barnabas believed that Mark should have a second chance. (Read Acts 15:37-39). Imagine how Mark felt as he listened to Barnabas argue that he deserved a second chance! By believing in the unsuccessful, Barnabas served the church by keeping alive the leadership capacity of the author of the book of Mark. Serving leaders encourage by believing in the unsuccessful.

Barnabas served by believing in people that others found it hard to believe in. And he shows serving leaders the power of that belief in others.

For further reflection and discussion:

• What risks did Barnabas take by believing in Paul, Mark and the new Greek believers in Antioch?  What motivated him to take these risks? What holds you back from believing in these kinds of people?
• Reflect on the way Barnabas believed in the unaccepted, the unproven and the unsuccessful. Did you ever fit into one of these categories? Was there someone, like Barnabas who believed in you and encouraged you? If so, what can you do to express your gratitude to them?
• Who in your life right now fits one of those categories (unaccepted, unproven, unsuccessful) and what action can you take to serve with encouragement like Barnabas?
• How does Barnabas’ encouragement challenge you as a leader? What action can you take this week to be more like him?

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how Barnabas served with generosity.

God created a lovely world that was flourishing, alive, and good in every regard. But then, for the first time, something in this world was described as “not good.”

The Lord God said, “It is not good for the man to be alone. I will make a helper suitable for him” (Genesis 2:18, NIV).

What was “not good” in the world? Man was created with intrinsic value since he was made in the image of God. Adam was good. But it was “not good” for him to be alone. He was created for relationship with others. We often see this principle as the foundation of marriage since God created a woman to meet this need. But it also points to something much deeper in God’s design, our need for relationships. God was so intent on making sure that we recognize this ingredient for a flourishing world that He allowed a glimpse of what was not good, a person alone! Serving leaders reflect on God’s plan for honoring relationships as a part of His flourishing world.

Honoring relationships accelerates flourishing by acknowledging the intent.

God’s intent was for relationships with others to be a defining characteristic of being human. The first man and first woman were brought into relationship with each other as well as into relationship with God. He designed us to live, work, and walk together with others. Even the most introverted person needs others! It’s not a surprise that solitary confinement is considered one of the most severe punishments or even torture. We are not created to be alone! God’s intent was for each of us to find meaning, value, and purpose in relationship to others. In our families of origin, He designed relationships in which we form identity, a sense of belonging, and value. As we relate to others, we are able to build capacity for deep, authentic relationships that bring joy and meaning to what we do.

 Honoring relationships accelerates flourishing by anticipating the impact.

Sin brought so much pain and brokenness to relationships that many have concluded that it may be better to be alone. And some cultures value independence over interdependence. But serving leaders recognize that honoring relationships is a part of God’s design. They see their business, church, family, and community as places that God intends for people to thrive with strong, healthy relationships. They envision a world in which strong teams work together in harmony to accomplish great things.

Honoring relationships accelerates flourishing by accepting the implications.

Serving leaders acknowledge that there are many leadership implications to honoring relationships. First, they seek to enter into and maintain strong healthy personal relationships. They seek out authentic friendships and resist the temptation to isolate themselves from others. Then, they seek to lead those they serve into healthy relationships. They build teams and lead them through the process of discovering how to balance honesty and kindness.  They look for the person isolated outside the circle and seek to pull them in. They encourage the quiet people to speak out and find their voice. Serving leaders acknowledge that accomplishment of the vision will only happen when relationships are honored. So, they encourage time not just to accomplish tasks but also to build relationships. Serving leaders look for results, but they don’t overlook relationships. They create environments in which people flourish together in strong, healthy relationships.

Serving leaders create a flourishing world around them by honoring relationships.

For further reflection and discussion:

How has the intent of honoring relationships been distorted in your context? Reflect specifically about the thinking in this area in your culture, your family, and in the organization where 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 honor relationships. What is the current level of health in relationships on your team? Write at least three reflections.

What action steps will you take as a leader to honor relationships 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 examine another ingredient of a flourishing world: Growth is Expected

A second ingredient in a world that flourishes is that diversity is affirmed. God created a world that was beautiful and flourishing…and diverse!

So God created mankind in his own image, in the image of God he created them; male and female he created them. (Genesis 1:27, NIV)

From the beginning God created all people in His image giving them immense worth. All were created in God’s image; but not all were created identical. “Male and female he created them.”  God’s creation was built with diversity and in His design flourishing happens when this diversity is affirmed.  

Affirming diversity accelerates flourishing by acknowledging the intent.

God created them “male and female.” What was His intent? Why didn’t God simply duplicate the man? Why did He instead create a different person and at the same time, a distinct gender? Take a moment to imagine a world filled with only men. Now imagine a world with only women. What would these worlds be like? It doesn’t take an advanced degree to realize that either option would not lead to flourishing! God built differences into His design to help us realize that we are not complete as individuals. The unique value of each individual could not be fully expressed if every person were the same. Diversity is needed. God built diversity into His universe so that we recognize our need for others. This is part of the reason that all humans long for community and relationships with others. When we enter into relationships with others we more fully reflect God’s image and our diversity produces a flourishing world. Serving leaders affirm God’s design for diversity and acknowledge that they will not be complete alone.

 Affirming diversity accelerates flourishing by anticipating the impact.

Our world is filled with diversity, but we often let differences divide rather than complement. We allow differences to become points of tension and conflict instead of strengths. Wars are fought between different tribes and nations. People more often fight over their differences than celebrate them. Different groups fight for their rights. Different personalities stir up division and separation instead of cooperation and unity. But serving leaders look to God’s design and imagine a world in which diversity is affirmed. They dream of homes where both men and women are equally valued and appreciated. They envision organizations where healthy teams bring their diversity to the table and join hands to work together to accomplish much more, much better and much more quickly than individual efforts could produce. And serving leaders dream of this flourishing cascading from one family to the next, from one church to the next and from one business to the next.

Affirming diversity accelerates flourishing by accepting the implications.

Serving leaders recognize that action is needed for diversity to be affirmed. They don’t simply tolerate diversity; they welcome it! They first acknowledge their own need for others. They understand that there are no well rounded leaders, but there are well rounded teams. So they invite others to their team who are complementary but very different. They work hard to affirm and appreciate the unique perspectives and contributions of each individual. They focus on the unique strengths each person brings to their team and serve by helping them find the right place for those gifts to be expressed. Serving leaders create a flourishing world around them by affirming diversity.

For further reflection and discussion:

How has the intent of affirming diversity been distorted in your context? Reflect specifically about the thinking in this area in your culture, your family, and in the organization where 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 affirm diversity. Write at least three reflections.

What action steps will you take as a leader to affirm diversity 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 look at another ingredient of a flourishing world: Work is Purposeful

The first ingredient in a world that flourishes is that people are valued. God created a marvelous world, filled with animals, plants and amazing beauty. All His creation had value. But the people He created had infinitely more value.

²⁶ Then God said, “Let us make mankind in our image, in our likeness, so that they may rule over the fish in the sea and the birds in the sky, over the livestock and all the wild animals, and over all the creatures that move along the ground.”  (Genesis 1:26, NIV)

God’s design set humans apart from the animal kingdom and He gives them a place of authority over the rest of creation. The value He placed on people created a flourishing world and leaders reflect deeply on how valuing people impacts the way they lead.  

Valuing people accelerates flourishing by acknowledging the intent.

The Genesis account reveals the profound intent of God when He created humans, “Let us make mankind in our image…” He created humans with His own image stamped into their DNA. A library of books could not fully explain His intent. But God placed people at the pinnacle of His beautiful creation and gives them intrinsic worth and purpose. His image is reflected in the creativity of humans, their sense of justice, their capacity to love, their ability to dream and plan and communicate. Their value is a part of who they are, it is not simply related to their physical appearance or ability to produce or contribute. They have value because they are human! Leaders who look at their people and value only what they will produce for the team miss the value of their team as humans. Serving leaders look at people and see a reflection of the image of God in each one. They see the potential and worth of each individual no matter their status or rank.

Valuing people accelerates flourishing by anticipating the impact.

What would a world look like where every person was seen as a unique and valuable person as God intended? Serving leaders envision a world in which people bring their best selves to work every day, fully engaged, passionate about what they are doing, thinking about ways to improve, engaging in healthy exchange of ideas, and able to use their best judgement to make decisions. We can scarcely imagine the productivity and potential that would be unleashed in even one organization where this was true. And what would a community look like where there were many companies, churches and homes that were truly valuing people?  Serving leaders envision this world and lead in ways that value people more than production or profit. Serving leaders imagine that their church or business can be a place where people are valued as God intended from the beginning and they see the ripple effects flowing into families and nations.  

Valuing people accelerates flourishing by accepting the implications.

Serving leaders accept the challenge to value people and seek first to live into this reality in their own leadership. They stop and talk with the person cleaning the floor. They get to know those they lead as real people who have names, families, children and dreams. They encourage people to be creative and call forth the best in others believing that there is hidden potential in every human being. Serving leaders are willing to take a risk to hire a worker that has been rejected by society because they see the value in every human. Serving leaders create a flourishing world around them by valuing people.

For further reflection and discussion:

• How has the intent of valuing people been distorted in your context? In what ways are people devalued? Reflect specifically about the thinking in this area in your culture, your family, and in the organization where 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 value people. Write at least three reflections.
• What action steps will you take as a leader to value people 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 examine another ingredient of a flourishing world: Diversity is Affirmed

As we saw in the last issue Boaz showed his heart towards his workers, strangers and family by treating them well. But in his actions towards Ruth, his character is more fully revealed in the way he showed honor to her, a person with no standing in the society. The greatest test of leadership is not in how a leader treats their superiors or their peers but in how they treat those under them, especially those who are considered weak.  Ruth, by all external measures, was a weak person with very little hope in life. She was a foreigner, she was a widow, she was poor, and she was childless! But Boaz honors her and shows all serving leaders how to relate to the weak in their circles of influence.

Serving leaders honor the weak by seeing them as people.

¹³ “May I continue to find favor in your eyes, my lord,” she said. “You have put me at ease by speaking kindly to your servant—though I do not have the standing of one of your servants.” ¹⁴ At mealtime Boaz said to her, “Come over here. Have some bread and dip it in the wine vinegar.” When she sat down with the harvesters, he offered her some roasted grain. She ate all she wanted and had some left over (Ruth 2:13-14 NIV). Boaz recognized that beneath the tattered dress there was a person of worth. He saw Ruth, not as a needy widow, but as a person created in the image of God! She was nervous but she put him at ease! They shared a meal together; he served her food instead of asking her to serve him. He treated her kindly. Serving leaders do not judge the value of a person by their status or ability. They look into the eyes of every person and see an image bearer of God. Serving leaders treat the weak as fellow human beings.

Serving leaders honor the weak by restoring their dignity.

  ¹⁵ As she got up to glean, Boaz gave orders to his men, “Let her gather among the sheaves and don’t reprimand her. ¹⁶ Even pull out some stalks for her from the bundles and leave them for her to pick up, and don’t rebuke her.” ¹⁷ So Ruth gleaned in the field until evening. Then she threshed the barley she had gathered, and it amounted to about an ephah (Ruth 2:15-17).

Ruth needed help, she was poor and hungry! She and Naomi had no land and no way to harvest a crop. Many leaders would rush to meet the need with a generous gift. But Boaz doesn’t give the food to Ruth!  Instead, he provides a safe space for her to work for the grain. He makes it possible for her to do her part to earn the food. She was able to walk home in the evening with her head held higher. Boaz restored her dignity. Serving leaders are eager to help but they do it in ways that allow the recipient to recover their dignity.   

Serving leaders honor the weak by lifting people.   

 In all that Boaz did with Ruth, he was in a posture of lifting her up. Many leaders scorn the weak or push them down, demeaning them with labels of “lazy, incompetent, disfigured, worthless” etc. It is easy for leaders to crush the weak. But everything Boaz did with Ruth, including marriage in the end, was to lift her up. He treated her as a person, restored her dignity, and helped her to earn her daily bread. He avoided handouts but offered a hand up. His marriage to her showed his willingness to elevate Ruth to equal status with him in the society. He did not marry someone “beneath” his status, he lifted a beautiful person up to his level! Serving leaders are lifters of others. They especially find ways to lift the weak, providing opportunities for them to grow and develop. They serve the weak by seeing them as people, restoring their dignity and lifting them up.  

For further reflection and discussion:

• Skim the four chapters of Ruth, especially chapter 2, looking for other indications of how Boaz honored the weak. What do you observe? In what way can you learn from his example?
• What is my attitude towards those who are “weak’’? Do I treat them with less respect than my peers or superiors? Is there any person or group of people that I see with disdain? In what way is this an indication of my heart?
• Who are the ‘weak’ in my organization or community? What can I do to see them as people? What can I do to help them recover their dignity? How can I lift them up? What is the difference between a “handout” and a “hand up”?
• How am I tempted to “help” people in a way that decreases their sense of dignity? What can I change to provide help that builds people up?

Until next time, yours on the journey,

Jon Byler

In the next issue, we will look at how Boaz served by giving generously.