Do you consider yourself a follower of Jesus or a friend of Jesus? The difference is profoundly significant. The words Jesus gave His disciples invite us to an intimate friendship:

¹⁴You are my friends if you do what I command. ¹⁵ I no longer call you servants, because a servant does not know his master’s business. Instead, I have called you friends, for everything that I learned from my Father I have made known to you. ¹⁶ You did not choose me, but I chose you and appointed you so that you might go and bear fruit—fruit that will last—and so that whatever you ask in my name the Father will give you. ¹⁷ This is my command: Love each other  (John 15:14-17).

Friendship implies a close intimate relationship. Jesus reveals to the disciples that He desires an intimate friendship with them, much deeper than they have imagined. And He graciously shows them the way to this intimacy.

Intimate leaders are friends as they obey the commands of Jesus.

Jesus says, “You are my friends if you do what I command.” Obedience is expected and required for the followers of Jesus. He gave many commands to be obeyed.  His commands in the context of this chapter focus on remaining or abiding in Him. Obedience to the commands to abide will produce intimacy and friendship. This is not a burdensome journey to win His friendship; it is a journey of deepening intimacy of relationship.  Intimacy without obedience is impossible; but obedience without intimacy happens to many leaders, myself included! 

Some leaders seek to win God’s favor through obedience alone without abiding. But serving leaders seek to walk so intimately with Jesus that they obey as friends on a journey. 

Intimate leaders are friends as they understand the desires of Jesus.

Jesus clarifies why simple obedience is not what He wants, “….a servant does not know his master’s business.” Jesus contrasts friendship and service and cautions all leaders that it is possible to perform actions of service for Him without intimacy with Him.  Servants are able to obey without really understanding the heart and desires of the master. They simply follow instructions. Jesus invites His disciples to move beyond mere obedience to a deeper understanding of His heart. He wants us to walk in obedience that flows from a deep friendship with Him.

Some leaders dutifully obey the commands of Jesus but remain far from His heart. They don’t cultivate the intimacy that is required to be a friend of Jesus. But serving leaders press in to find the heart of Jesus and as they understand His heart, live lives of joyful obedience. 

Intimate leaders are friends as they respond to the invitation of Jesus.   

Jesus makes it clear that this friendship is His choice, “You did not choose me, but I chose you….” We have the privilege of choosing our friends and Jesus has the same choice. Jesus chose us to be His friends! This must have been an astounding truth for the disciples who first heard these words. Jesus was inviting them into an intimate friendship with Himself. He was opening up His own life and heart to them and calling them to move beyond simple obedience to radical friendship. This was the culmination of all He had taught them about abiding in Him, to respond to His invitation to an intimate friendship.

Some leaders focus on their choice to follow Jesus and congratulate themselves for making the right choice. But serving leaders are amazed that Jesus chose them and joyfully choose to deepen their intimacy with Him. Then all their leadership flows from and is shaped by that response to the invitation of Jesus for friendship.

For further reflection and discussion:

As I reflect on my own leadership regarding how much I am a friend of Jesus, how would I rate myself on a scale of 1 to 10?      What blocks me from being a closer friend?

Is my obedience my attempt to win Jesus’ friendship, or does it flow out of my abiding in Him?  What is an example of that in my life in the past week?  

Do I see my relationship to Jesus more like a servant or a friend? How does this impact 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 begin a new series! If you would like this entire series on Intimacy in one document, click here to download.

Most leaders say that their people are valuable.  But serving leaders actually love like Jesus. An intimate relationship with Jesus becomes the foundation of the way they treat their teams, make decisions and build culture. Jesus talked about this dynamic love relationship:

  ⁹ “As the Father has loved me, so have I loved you. Now remain in my love. ¹⁰ If you keep my commands, you will remain in my love, just as I have kept my Father’s commands and remain in his love. ¹¹ I have told you this so that my joy may be in you and that your joy may be complete. ¹² My command is this: Love each other as I have loved you. ¹³ Greater love has no one than this: to lay down one’s life for one’s friends (John 15:9-13, NIV).  

Jesus calls His followers to live and lead with His love.

Intimate leaders experience the love of Jesus.

Jesus encourages His disciples, “As the Father has loved me, so I have loved you. Now remain in my love.” Jesus experienced the love of the Father, shared that love with His disciples and now urges them to deeply and permanently experience His love. He calls them to “remain” in this intimate relationship with Him. Jesus never intended for us to only know Him in our minds; He wanted us to experience His love in a way that transforms our relationship with Him. This experience with the love of Jesus should come before our attempt to love others.

Some leaders know they should love others and treat them correctly, so they work hard on people skills and the art of influence. But serving leaders cultivate an intimate experience of the love of Jesus before they try to love others. 

Intimate leaders respond to the love of Jesus. 

“If you keep my commands, you will remain in my love,…I have told you this so that my joy may be in you and that your joy may be complete.” Jesus understood that genuine love for another produces a desire to please them and to do what they want. So, He immediately links loving Him with obedience. He certainly wants His followers to obey what He calls them to do. But this is not a heavy, burdensome obligation, it is a response to love. He knows that we will be tempted to obey without experiencing His love, so he links obedience with joy—complete joy!

Some leaders seek to obey rules or a moral code but find it legalistic rather than life-giving. But serving leaders have experienced the love of Jesus and from that position respond with joy to His instructions. Their obedience flows from a loving relationship rather than an obligation.

Intimate leaders imitate the love of Jesus.  

“My command is this: Love each other as I have loved you. Greater love has no one than this: to lay down one’s life for one’s friends.” Jesus tells His disciples that the greatest expression of their love will be to lay down their lives for others. This is the essence of serving leadership, giving one’s life in service to others. Jesus expects this result to flow from an intimate experience of His love.

Some leaders seek to serve others because they are convinced it will produce good results. They serve their team to achieve results. They serve with their head. This is commendable but very different from serving leaders who love others in response to the love they have received from Jesus. They reflect Jesus’ love in tangible ways in their workplace. They serve with their heart. 

For further reflection and discussion:

As I reflect on my own leadership regarding how much I love like Jesus, how would I rate myself on a scale of 1 to 10?      What blocks me from loving Him more?

At what level have I experienced the love of Jesus in my own heart and soul?  Does my service for Him flow out of a sense of duty or a response to His love?

Does my obedience result in deep joy in my heart or do I continually wonder if I am doing enough?

Do I approach my daily work with a sense of moral obligations or joyful obedience that flows out of a love relationship with Jesus? How does this impact my leadership? 

Does my service to others flow out of my head or my heart? Is my concern for my team based on universal leadership realities or my intimacy with Jesus?

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 are friends of Jesus.

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.

We naturally view leaders as independent and able to guide and direct on their own.  But serving leaders are dependent on an intimate relationship with Jesus that transforms them.

In John 15, Jesus speaks to His disciples about the relationship He wants to have with them—one of a deep, life-giving connection. He uses the image of a branch and a vine: He is the vine and the disciples are the branches.

While this concept is relevant for every follower of Jesus, the implications for leaders are even more critical as leaders influence others. The strength of a serving leader flows directly from a life that has been shaped by intimacy with Jesus. That gives a leader the power to influence others. In this series we’ll look at several marks of leaders who are in an intimate relationship with Jesus from John 15.

¹“I am the true vine, and my Father is the gardener. ²He cuts off every branch in me that bears no fruit, while every branch that does bear fruit he prunes so that it will be even more fruitful. ³You are already clean because of the word I have spoken to you (John 15:1-3, NIV).

The first characteristic of a leader who has an intimate relationship with Jesus is that their lives will be transformed by Him. Transformation produces integrity and authenticity that are essential in leadership. Internal change must happen before inviting others to follow. God uses several tools to produce this transformation.

Intimate leaders are transformed by God’s redirection. 

“He cuts off every branch in me that bears no fruit…” The word Jesus uses here can speak of judgement as in cutting off from the vine. But it also means “lift up” which better fits the context.* Lifting up is what a gardener does to a branch that is on the ground in the dirt and needs to receive more sunlight and air. It is a redirection of the branch that brings more life. In our leadership God gently redirects us when we get bogged down. This may come as an exposure of a blind spot, a nudge to consider a different approach with a team member or a call to refocus priorities. 

Some leaders move ahead with little awareness of their own deficiencies. But serving leaders stay close to Jesus and allow Him to gently redirect their lives, expose their blind spots, and breathe more of His life into their leadership. 

Intimate leaders are transformed by God’s pruning.

“…while every branch that does bear fruit he prunes so that it will be even more fruitful.” When there is no fruit God redirects and where there is fruit He prunes to produce more! The process of pruning is painful and may often seem extreme. But the gardener knows that dead leaves, overgrowth and excess shoots need to be cut away so that what remains will be more fruitful. This may come through trials, painful experiences, or challenges that stretch us.

Some leaders resist the pruning process and try to avoid all pain. But serving leaders cooperate with God’s pruning work and seek to learn all they can through the process. The fruit that results make them leaders worth following.

Intimate leaders are transformed by God’s word.

“You are already clean because of the word I have spoken to you.” Jesus indicates that His words have already brought transformation to the lives of the disciples. Leaders that remain in intimacy with Him are shaped by consistent exposure to His word.

 Some leaders are shaped primarily by books they read, conferences they attend and social media that they consume. But serving leaders prioritize time with God’s word that has the power to transform their life and leadership.

For further reflection and discussion:

As I reflect on my own leadership regarding how much my life is transformed by Jesus, how would I rate myself on a scale of 1 to 10?      What blocks me from greater transformation?

How does my transformation by Jesus impact the way I lead? Can the people I lead see my transformation?  

In what ways might God right now be redirecting my life and leadership? Am I close enough to Him to notice? What do I need to change?

In what ways is God pruning my life right now? Have I fully accepted His authority to do this and do I fully embrace His love that prompts the pruning?

How deeply does God’s word impact my life and leadership? Are there other sources that shape my leadership more than His word?  What can I do to more fully allow His word to transform my life?

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 bear fruit for Jesus.

*The Greek word airei can be translated as “cut off,” “to take up,” “to lift up,” “to remove,” or “to carry away.” I prefer the concept of “lifting up” rather than the judgment implied by “cutting off.” Later, in v. 6, Jesus clearly speaks of judgment regarding branches that are detached from the vine, then thrown away and burned. Therefore, judgment does not seem to be His intent in v. 2. His grace precedes judgment.

Absalom was the third born son of David and his name means “father of peace.” But his leadership was not peaceful! Absalom was a subversive* leader, working to undermine the authority of the king and take power by force. Absalom killed his own brother, Amnon, and for some time was separated from his father as a result. Later, he plotted to undermine his father’s authority as a king and led a rebellion that forced David to flee from Jerusalem. Absalom’s life ended on the battle field where he was killed by David’s men. His story, found in 2 Samuel 13-19, provides the context for this series.

We will consider the differences between David and Absalom’s leadership in six different areas. First, let’s examine the difference in their intimacy with God, expressed in how they worshipped.

David pursued intimacy in worship; Absalom pretended to worship. David, as a man after God’s own heart, danced in worship and pursued a relationship with God (2 Samuel 6:14-22). Absalom, as a young boy, likely witnessed this event. But in the story of Absalom there is no indication of any intimate relationship with God.

The only time it is recorded that Absalom worshipped is when he asks his father to go to Hebron to worship. David agrees, not knowing that the plan of Absalom is not to worship but to rebel. “While Absalom was offering sacrifices, he also sent for Ahithophel…, David’s counselor, to come…. And so the conspiracy gained strength, and Absalom’s following kept on increasing” (2 Samuel 15:12).

Absalom only pretended to worship. It made him look good. But he was filled with hatred. He was estranged from his earthly father and it appears that he had no relationship with God as father. Absalom used worship as an instrument to gain power; David saw worship as a gift of God’s presence.

Servant leaders don’t worship to look good; they worship because God is good. Servant leaders pursue intimacy in worship; subversive leaders only pretend to have intimacy.

David surrendered pride in worship; Absalom sought power in worship. David understood that in true worship surrender is required. Worship is not to manipulate God to do what the leader wants, it is to surrender the heart of the leader to what God wants. David says, “Let him do to me whatever seems good to him” (2 Samuel 15:26).

Absalom used worship to get power. He only wanted God to grant him what he wanted. Servant leaders surrender to God’s will in worship; subversive leaders seek power in worship.

David exalted God in worship; Absalom exalted only himself in worship. When David worshipped he exalted God. “David built an altar to the Lord there and sacrificed burnt offerings and fellowship offerings. He called on the Lord, and the Lord answered him with fire from heaven on the altar of burnt offering” (1 Chronicles 21:26).

In contrast, “During his lifetime Absalom had taken a pillar and erected it in the King’s Valley as a monument to himself, for he thought, “I have no son to carry on the memory of my name.” He named the pillar after himself, and it is called Absalom’s Monument to this day” (2 Samuel 18:18).

Servant leaders exalt God; subversive leaders exalt themselves.

Intimacy with God, or the lack of it, shapes how every leader leads. Servant leaders, like David, pursue intimacy with God in passionate worship, surrender of self and a genuine desire to exalt God through their leadership. Like David, they become leaders after God’s own heart.

Until next time, yours on the journey,

Jon Byler

*Subversive means to seek to undermine or destroy an established system. A leader who is subversive intends to overthrow the established authority to take power for themselves.

For further reflection and discussion:

• Read the entire account of Absalom’s life in 2 Samuel 13-19. What do I learn about leadership from his life?
• In what way am I tempted to pretend to worship? What happens to me as a person when I do this? What impact does it have on my leadership?
• Do I pray to get from God what I want or do I pray to hear from God what He wants? How does this impact my leadership?
• When I report what has happened through my leadership, do I exalt God or draw attention to myself? Are the monuments I spend my life building devoted to God or self?

Copyright, Global Disciples, 2018.

²² The Israelites said to Gideon, “Rule over us—you, your son and your grandson—because you have saved us from the hand of Midian.” ²³ But Gideon told them, “I will not rule over you, nor will my son rule over you. The Lord will rule over you.” ²⁴ And he said, “I do have one request, that each of you give me an earring from your share of the plunder.” (It was the custom of the Ishmaelites to wear gold earrings.) ²⁵ They answered, “We’ll be glad to give them.” So they spread out a garment, and each of them threw a ring from his plunder onto it. ²⁶ The weight of the gold rings he asked for came to seventeen hundred shekels, not counting the ornaments, the pendants and the purple garments worn by the kings of Midian or the chains that were on their camels’ necks. ²⁷ Gideon made the gold into an ephod, which he placed in Ophrah, his town. All Israel prostituted themselves by worshiping it there, and it became a snare to Gideon and his family. ²⁸ Thus Midian was subdued before the Israelites and did not raise its head again. During Gideon’s lifetime, the land had peace forty years. (Judges 8:22-28)

Gideon had heard God call him a “mighty warrior.” Now others were calling him a “mighty warrior.” When God calls you “mighty warrior,” be encouraged; when others do, beware!

To Gideon’s credit, he resisted two temptations. The people invited him to “rule over them.” He was offered a good position. He declined and pointed them to God’s leadership over them. He also refused to use his leadership victory to promote his son, a common temptation for leaders.

But in other areas Gideon failed and like many leaders he did not finish well. He sabotaged* the potential God gave him by replacing his gifts of leadership with counterfeits.

Potential is sabotaged when income replaces influence. Gideon refused to take a permanent position but he asked to benefit financially from his leadership. While it is not wrong to be paid for work done, Gideon felt like his influence should be rewarded, not in a small way but with the huge sum of money he collected.

Position often leads to privilege. Every good leader will be tempted to think, “I’ve done well and deserve good compensation as reward for my effort.” Servant leaders ask God to keep their hearts focused on influencing others towards God, instead of on the income their leadership will bring.

Potential is sabotaged when religion replaces relationship. Gideon took the earrings and set up a place of worship. This was in direct violation of God’s instructions. His actions became “a snare to Gideon and his family.” Gideon began his leadership in a relationship with God but at the end of his life he allowed a religion of works to replace a relationship of intimacy.

Leaders love action and will be tempted to focus on what they do instead of intimacy with Jesus. Their acts of leadership quickly become a religion based on works. Servant leaders seek a continually growing intimate relationship with Jesus.

Potential is sabotaged when leisure replaces legacy. “During Gideon’s lifetime, the land had peace forty years.” Peace is great! But although Gideon served his nation for a moment, he did nothing to equip leaders for the future. He allowed leisure to replace his legacy and Gideon’s impact lasted only for his lifetime. After his death there was leadership chaos.

Servant leaders seize every moment to prepare the next generation. They share potential with others, not for one battle, but for a lifetime of leadership.

Servant leaders learn from Gideon’s mistakes and seek God’s power to continue to develop their own potential.

Until next time, yours on the journey,

Jon Byler

*sabotaged means destroyed, damaged, or ruined

For further reflection and discussion:

• In what way do I feel like I deserve privileges because I am a leader? How can I avoid allowing these to replace God’s call on my life to influence others for Him?
• In what way does my leadership keep me so busy that I don’t have time to strengthen my intimacy with Jesus? What do I need to change?
• In what way am I using the present to prepare for the future? Who will lead after I am gone? What can I do today to help prepare them?
• Which of the three mistakes that Gideon made is the greatest temptation for me? Are there other temptations that would keep me from fully utilizing my potential? What can I do to avoid them?

Read the account of the chaos that resulted after Gideon’s death in Judges 8:29-9:57. What do I learn from this story of Abimelech, one of Gideon’s illegitimate children? How can it help me to build up or shape my own legacy now?

Copyright, Global Disciples, 2018.

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

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

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

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

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

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

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

Until next time, yours on the journey,

Jon Byler

For further reflection and discussion:

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

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

Copyright, Global Disciples, 2018.

David overcame great obstacles on his journey to become a leader after God’s own heart. Early in his life, he struggled with the key question which all leaders must answer, “How do I measure my significance?” The answer to that question and the basis on which we answer it profoundly shapes our leadership journey.

We can begin to understand the challenge David faced by examining the context of his calling in 1 Samuel 16. Samuel requested to see all of Jesse’s sons as candidates for kingship but dismissed each of them as they filed by one after the other. Then the story continues: So he [Samuel] asked Jesse, “Are these all the sons you have? There is still the youngest,” Jesse answered. “He is tending the sheep.” Samuel said, “Send for him; we will not sit down until he arrives.” (1 Samuel 16:11) From David’s story, servant leaders can learn several lessons about the issue of significance.

Servant leaders do not base their significance on the opinions of others.

There are several hints in this passage which reveal how others saw David. Until Samuel specifically asks for another son, David’s father doesn’t even call David in from the fields. Further, Jesse calls David “the youngest” using a negative word* that is not only descriptive of age, but implies insignificance and disdain. The reference to David keeping the sheep is also intended as an indication of low value. Clearly, Jesse didn’t expect this young boy to be chosen as a future king. How would you feel if your father articulated these feelings about you? Later, David’s oldest brother mocks him when he comes to the battlefield (see 1 Samuel 17:28). If David would have based his significance on the opinions of others, he would never have become a leader. Servant leaders listen to others, but don’t allow the opinions of others, whether positive or negative, to determine their own significance.

Servant leaders do not base their significance on their own abilities.

David, as we will see later in this series, was a gifted and capable leader. He became a courageous warrior, first known for killing Goliath, and later became a leader in Saul’s army. He earned the praise of the women who sang, “Saul has slain his thousands, and David his tens of thousands” (1 Samuel 18:7). At this point, many applauded his work and he could have finally felt vindicated from the sting of his father’s comments. But David teaches all servant leaders not to base their significance and sense of worth on their abilities.

Servant leaders do not base their significance on their positions.

David’s life journey goes from the lowest position of shepherding to the highest in the land. But he was able to keep a balanced perspective. As a king, he carried with him a sense of awe that God had chosen him, but this sense of awe was not rooted inferiority or a lack of significance. He teaches all servant leaders not to find their significance in their title.

Servant leaders find their significance in their relationship with God.

David learned that he was significant based on only one thing: his relationship with God. Whether in the field as a shepherd or in the palace as a king, his identity and significance came from an intimate and personal relationship with the Great Shepherd. His lowly role and the way others saw him could have shaped his identity. Instead, he rose above that to become a secure leader with a sense of significance rooted not in the opinion of others, his own abilities or position, but in his relationship to God. All servant leaders seek to follow his example in their own search for significance.

(*The word translated “youngest” [haqqatan or hakaton] is a difficult word to translate but has the idea of being young or inconsequential. It can figuratively mean the least. The Message captures the emotional impact I believe David must have felt: “Well, yes, there’s the runt. But he’s out tending the sheep.”)

For further reflection and discussion:

• What things have others spoken about you, either positive or negative, which you have allowed to shape your sense of significance or identity? What is the result of this in your leadership? What is God saying to you through David’s life about your own significance?
• Are there things which you do as a leader that are primarily to show others that you are significant? (Take a little time to think about this before answering.)
• How does your position or title change the way you see yourself? What would change if your title or position was taken away today?

For a long time, I had the following verse posted on my office wall: Lead with your ears, follow up with your tongue, and let anger straggle along in the rear (James 1:19, The Message). I love the perspective The Message offers to servant leaders, “Lead with your ears, follow up with your tongue.” Many of us have had lots of training on how to use our tongues to lead; very few have taken classes on how to listen well. As a result we usually lead with our tongues and follow up with our ears! Servant leaders pay attention to the art of listening. In this issue we’ll focus on listening to the right voices.

Servant leaders listen to Jesus.

All true servant leadership flows out of intimacy with Jesus, learning to hear his voice and respond in obedience. Jesus said, My sheep listen to my voice; I know them, and they follow me (John 10:27). Jesus’ life repeatedly demonstrated a commitment to listen to and obey His Father, setting an example for us all. Servant leaders recognize that hearing from Jesus is their first priority and they develop habits of listening to Him. Daily, they set aside time to listen before the pressures of the day and leadership responsibilities fill their schedules. They cultivate attentiveness to God’s voice throughout their daily schedule and often make changes as a result. They build into their routines time to get away for more significant blocks of time to pray and hear from God, especially before making significant decisions. We can all strengthen our attentiveness to the voice of Jesus, the best way to lead with our ears.

Servant leaders listen to their followers.

Servant leaders listen well to those who are following, not because they lead by consensus, but because they genuinely care for those they lead. They are attentive to how followers are responding to change, the challenges they are facing in their work and personal lives, and their overall morale. Servant leaders fight the natural tendency to be further removed from followers as responsibilities increase. They look for ways to genuinely listen to followers at all levels in their organizations. This listening might be through formal feedback or evaluation but is often done over a cup of coffee or at a lunch break.

Servant leaders listen to their colleagues.

Servant leaders find others who face similar leadership challenges and create opportunities to listen to them. They don’t view other leaders as competitors, but as a resource for learning. Whether this happens in a professional association, a pastor’s fellowship, or a seminar, servant leaders listen to learn new ways of responding to current challenges. They listen and learn from mistakes others have made. As they listen to those around them, they gain insight to lead effectively.

Servant leaders listen to their counselors.

Servant leaders recognize the need for good counsel and actively seek those who can give good advice. They acknowledge the truth of Proverbs 15:22, Plans fail for lack of counsel, but with many advisers they succeed. The counselor may be a supervisor, a coach, a mentor, or a trusted friend. A leader who leads with his ears may have someone who provides spiritual counsel, another person who provides vocational counsel and another who offers leadership advice. Servant leaders also learn to listen to the counsel of their spouse! They are not too proud to ask for counsel and listen attentively to those who can provide good insight.

Lead with your ears by listening to the right voices!

For further reflection and discussion:

• How attentive am I to the voice of Jesus? What disciplines have I built into my routines that allow me to hear Him? What can I do to improve my attentiveness to Him?
• In what ways do I regularly listen to my followers? Do I rely primarily on formal or informal ways of listening? What have I heard them saying recently?
• How do I listen to colleagues around me? What key lessons have I learned from them in the past six months? What persons should I be seeking out for advice?
• Who are the ‘counselors’ in my life? Am I deliberate about seeking their advice?
• How balanced is my listening in relation to the four voices mentioned in this issue? If some are being neglected, what is the result in my leadership? What will I do to change?