Your daily work matters because it reveals God’s Kingdom to the world! We have seen in previous issues that our work is an expression of God’s original commission and that our work is a calling from Him. Now consider these verses and their implications for your daily work: 

But thanks be to God, who … uses us to spread the aroma of the knowledge of him everywhere (2 Corinthians 2:14, NIV).

We are therefore Christ’s ambassadors, as though God were making his appeal through us (2 Corinthians 5:20).

The kingdom of heaven is like yeast that a woman took and mixed into about sixty pounds of flour until it worked all through the dough (Matthew 13:33).

Have nothing to do with the fruitless deeds of darkness, but rather expose them (Ephesians 5:11).

These verses together show that Jesus came to establish and demonstrate His Kingdom, a new way of living and serving in the world. His Kingdom is a place where everything is being restored to the way things ought to be. It is a Kingdom of restored relationships, justice, beauty, and order. It is a place of safety and security, and where work is meaningful and rewarding. He chooses to spread His Kingdom through ordinary people doing their work for His glory! If this is true, how do we do this?

Our work reveals God’s Kingdom as we represent the King.

God uses us to spread the “aroma of the knowledge of him everywhere.” Does ‘everywhere’ include the place we work on a daily basis? Certainly! You are “Christ’s ambassadors” where you live and where you work. You represent Him in your “ordinary” leadership decisions—keeping your word, treating people respectfully, finishing the job with excellence, and caring for the people with whom you work.

Some leaders work to promote their own kingdom and agenda. But serving leaders see their work as visible revelation of the Kingdom of Jesus.

Our work reveals God’s Kingdom as we weed out what does not belong.

Our work can be a way to “expose the fruitless deeds of darkness” and root out what does not belong in the territory of the Kingdom. Your daily work may call out injustice, expose corruption or abuse, reveal inequality, refuse dishonest practices, or simply pick up the trash in a messy environment. You may confront unethical reporting or correct a misleading metric. Each action removes what does not belong and is a step towards revealing God’s Kingdom.  

Some leaders weed out only what does not increase profit with little thought to integrity. But serving leaders are willing to pay the price of exposing and removing anything that does not belong to the Kingdom of God.

Our work reveals God’s Kingdom as we plant what belongs. 

God’s Kingdom is revealed as we do what is right in every context. It is revealed as we treat workers as significant people, as we pay people fair wages, as we show concern for the physical and mental wellbeing of our team, and as we take care of the environment. Writers and musicians bring beauty to the world through art and songs; civic leaders promote laws and policies that promote justice and peace. These actions may seem small, but like yeast, they gradually influence everything around them. First one person, then another, then the community and beyond.

Some leaders plant what will produce profit. But serving leaders plant what belongs. Every serving leadership act is a revelation of a new Kingdom and reveals a bit of heaven’s glory on earth.   

For further reflection and discussion:

How does the reality that God entrusts me to be an ambassador for Him and to represent His Kingdom in my workplace impact my leadership?    Are there ways I have demonstrated that in the past week?    What will I do in the next week to better live out my calling to be His ambassador?

In what way does my work root out what does not belong in the world?   Are there additional ways I might be called to root out or expose injustice, discrimination, disorder, or disunity?

Reflect on ways that your work reveals the world as it should be by answering the following questions:

How does the way I treat people in my work reflect the Kingdom?

How does our service or product make the world a better place?  

How do we show respect for our environment?

How does our work promote peace and justice?

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how our work impacts eternity.

*Many of the thoughts in this series come from Jordan Raynor’s book “The Sacredness of Secular Work,” which I highly recommend.

Nehemiah had a clear vision to build the wall, but as a serving leader he was also concerned about the welfare of his people.  During the rebuilding project Nehemiah discovered that many of the people were suffering because of high interest rates charged by their fellow Jews. The wealthy were taking advantage of the poor—lending them money at rates that cost the poor their land and even their own children who were sold to pay debts. Their actions not only violated the law but contradicted the values that Nehemiah wanted to instill in the community. In the midst of the massive building project Nehemiah took action.  

⁶When I heard their outcry and these charges, I was very angry. ⁷I pondered them in my mind and then accused the nobles and officials. I told them, “You are charging your own people interest!” So I called together a large meeting to deal with them ⁸and said: “As far as possible, we have bought back our fellow Jews who were sold to the Gentiles. Now you are selling your own people, only for them to be sold back to us!” They kept quiet, because they could find nothing to say (Nehemiah 5:6-8, NIV).  

He understood that values violations from within the community represented a threat that was as significant as the external opposition he had already faced. Nehemiah recognized that weak values would not build a strong wall. As a serving leader he models the second action, Raise the Bar which focuses on identifying, clarifying and embedding core values into the hearts and minds of everyone in the organization.  

Serving Leaders Raise the Bar by defining the values.  

Nehemiah’s comments reveal at least several of the values that he wanted the community to embrace—compassion, integrity and justice. Nehemiah wanted to ensure that everyone understood what values were important and what they looked like in everyday actions. In this case, the values were not being expressed and he wanted the people to understand. In this he succeeded and the people “could find nothing to say.”    

Some leaders simply focus on getting the work done, pressing on to accomplish the vision. They do not understand that values exist whether or not they are articulated and defined. But serving leaders acknowledge that values need to be clearly articulated and understood by every team member. They communicate what the value looks like and what it does not look like. As they do so, they Raise the Bar for everyone.   

Serving Leaders Raise the Bar by demonstrating the values.  

Nehemiah says, “As far as possible, we have bought back our fellow Jews who were sold to the Gentiles.” Nehemiah was living out the values he articulated to the group. He had compassion on those who were in bondage and had bought some back from slavery.  

Some leaders talk about values and expect others to live them out, but fail to uphold them. But serving leaders model the way, they demonstrate to others the values they expect them to uphold. This does not mean they are perfect, but even when they fail, they humbly acknowledge their failure and adjust their behavior. 

Serving Leaders Raise the Bar by dealing with values violations.  

“You are charging your own people interest!” Nehemiah was not afraid to address the values violation even in the midst of a very busy project.   

Some leaders ignore values violations, hoping that others won’t notice or that with time, the behaviors will improve. But serving leadership is not weak leadership! Serving leaders, like Nehemiah, Raise the Bar by addressing violations of values immediately and courageously. 

For further reflection and discussion: 

• What three or four values are essential to carrying out my vision?  
• How clearly does my team know these values? Do they understand what the values look like in everyday activities? Do they understand what behaviors are a violation of those values?  
• Are there ways my actions in the past week have violated any of the values I just listed? How does this impact my leadership?  

• What is my typical response when I observe values violations on my team? How does this impact my leadership? What do I need to do to strengthen my leadership in this area? Are there current conversations that I need to have to address values violations? When will I do this?  
• Read the story of Nehemiah and reflect on other ways that he demonstrated this action, Raise the Bar. (See especially the full context of chapter 5 and also his actions in chapter 10.) What do you observe from his life and in what way can you follow his example?     

Until next time, yours on the journey, 

Jon Byler 

In the next issue, we’ll examine how Nehemiah brought clarity about his mission.  

Finally, as a free gift to you, click here to download one tool to help you identify and define your core values. 

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

In the previous issue we looked at how serving leaders surrender money, seeing themselves as stewards of the financial resources entrusted to them. The second principle that guides serving leaders in relation to money is focused on how they get, or secure, money. Serving leaders recognize that without money, they cannot accomplish their mission. They recognize that their stewardship involves a responsibility to think carefully about how their money is obtained. Serving leaders secure money to serve others. This includes the organization, the people on their team, clients, vendors, and their community. As they think about getting money, they consider verses like these:

These verses, and others, indicate that there are correct and incorrect ways to get money and establish guidelines for how serving leaders secure money.

Serving leaders secure money by working well.  

“All hard work brings a profit….” Serving leaders are not afraid of hard work! They are willing to give the time and effort that is needed to earn money.  

Some leaders use their role to get out of work, believing that leadership is getting others to do the work. But serving leaders understand that they lead well by working well. They set an example to others with their commitment to work hard. They think and make financial plans and decisions that require hard work to accomplish. They work to establish financial integrity in their organization with appropriate safeguards for those involved in handling money.  Then they serve by getting busy and working hard!

Serving leaders secure money by balancing well.

Serving leaders work hard but they also have “the wisdom to show restraint.” Some leaders never stop working in their pursuit to get money. But serving leaders recognize that the connection between hard work and profit can quickly lead to an imbalanced life so they learn how to show restraint. They find ways to say “enough” and when it is time to stop they leave the office and turn off the cell phone or computer. This allows them to spend time with their family, engage in other activities including their own need for exercise and sleep. Because they see themselves as stewards they take diligent care of the money under their control, but they don’t allow the money to control them and they understand when it’s time to stop work!

Serving leaders secure money by treating well.

Serving leaders serve their organizations by treating the persons in the organization well. Many leaders see workers simply as bodies for production and are not concerned about their personal lives. But serving leaders value those who work with them and refuse to make money at their expense. They seek to pay wages that are as generous as possible while also safeguarding the financial integrity of the organization. Serving leaders understand that treating people well actually benefits the profitability of the organization by increasing employee engagement and productivity.

For further reflection and discussion:

• Is my life a good example of hard work? In what way does this impact my leadership?
• Have I established appropriate financial safeguards in my organization to protect myself and others from temptation and to encourage integrity in finances? If not, what do I need to do?
• In what ways am I tempted to work too much? How does this impact my relationships with family, friends and my own health and wellbeing? What do I need to change this week to begin to show restraint?
• How well do I treat people under my leadership? Am I as generous towards them as possible? Where I am not able to provide more financial benefit to them, do I look for other ways to honor them as people and see that they are well treated?
• Consider these additional verses related to finances and stewardship:  Proverbs 1:19, 6:10-11, 13:11; Luke 14:28, 16:9-11; James 5:4; 2 Thessalonians 3:6, 10, 12. What more do you learn about how you interact with money as a serving leader?

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how serving leaders share money.

Paul next turns his attention to a heart issue of great importance to all leaders, “not violent but gentle.” (1Tim 3:3) In that short phrase, Paul radically redefines what it means to lead. Most cultures honor military heroes, warriors who destroy all opposition by force and we honor those who push their way to victory. Our national heroes ride gallant horses or fighter jets. They have power and use it violently to accomplish their objectives. Not many heroes are characterized by gentleness, but Paul calls each of us to lead, not with violence, but gentleness. What does it mean for us to lead in this way?

Gentle leaders surrender their own agenda.

All leaders have a cause that gives them energy to move forward. Sadly, for most leaders, the cause is their own. They lead to accomplish their own agendas, and build their own kingdom. They are filled with desire to see their vision accomplished and use their power in any way possible to see it come to pass. No price is too great for their vision; they are determined to leave their mark on the world. Unfortunately, the mark has often been made with pain, division, blood and tears as leaders violently pursue their selfish agenda. Christian leaders can quickly add a thin veneer of spirituality to their goals but at the root, it is about their desires, not God’s. Paul calls leaders to surrender their own agenda, yielding their leadership to God’s agenda and to replace a violent, pushy spirit with gentleness. This requires a deep brokenness to the plan of God and a recognition that all power comes from Him and is to be used for His purposes. There is no shortcut to this kind of brokenness as it demands a surrender of our own will to the Lordship of Jesus. Then, and only then, can a leader confidently, but gently, lead others to fulfill God’s plans.

Gentle leaders influence from below.

At first glance, it would seem that gentle leaders don’t have a chance to make it in our competitive world. Jesus words, “Blessed are the meek, for they will inherit the earth” (Matthew 5:5) seem impossible for the 21st century. Leaders who exert power and use force seem to have more influence. But Paul recognizes that as servant leaders reject violence, they are in a position to influence from below. Their gentle spirits reflect a quiet strength of character that over time allows them to influence others in greater and more transformative ways than those who use their positions and power to influence others. Martin L. King, Mahatma Gandhi, and Nelson Mandela are recent examples of the way leadership can be exerted without positions and without violence.

Gentle leaders fight only for others.

Servant leaders are not weak leaders but they use their positions and influence to fight for others rather than themselves. They use their influence to fight for righteousness and justice. They champion the cause of the person with no voice and no influence. This is selfless leadership and gentle strength.

Moses is a biblical example of a gentle leader. In his youth he tried to accomplish God’s plan through violence, but he later learned what it meant to lead with gentleness. He gently led through the rebellion of Korah, a test which would have caused many of us to use our power with force. He cried out to God for the sake of even those who troubled him and earned the title of the meekest man on the earth. (See Numbers 12:3) Take a moment to reflect on what most characterizes your leadership, violence or gentleness.

For further reflection and discussion:

• Is my leadership about myself or God? (Don’t answer this too quickly!) Has there been a turning point in my leadership journey where I consciously surrendered my agenda to God’s agenda?
• Would others describe my leadership as pushy or gentle? In what ways has this been evident in my leadership in the past week?
• When is the last time I used my influence to fight for someone without a voice?