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

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

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

 Jesus contrasts typical leadership with the way He serves.

Servant leadership brings flourishing by lifting others.

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

Servant leadership brings flourishing by acknowledging others.

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

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

Servant leadership brings flourishing by modeling for others.

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

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

For further reflection and discussion:

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

Until next time, yours on the journey,

Jon Byler

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

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

Joshua’s leadership work was nearly done.  The land was divided, and the people were settled. But before he died, he used wisdom to cast a vision for the next generation.   

¹⁴ “Now fear the Lord and serve him with all faithfulness. Throw away the gods your ancestors worshiped beyond the Euphrates River and in Egypt, and serve the Lord. ¹⁵ But if serving the Lord seems undesirable to you, then choose for yourselves this day whom you will serve, whether the gods your ancestors served beyond the Euphrates, or the gods of the Amorites, in whose land you are living. But as for me and my household, we will serve the Lord.” …. ²⁵On that day Joshua made a covenant for the people, and there at Shechem he reaffirmed for them decrees and laws. ²⁶And Joshua recorded these things in the Book of the Law of God. Then he took a large stone and set it up there under the oak near the holy place of the LORD. ²⁷“See!” he said to all the people. “This stone will be a witness against us. It has heard all the words the LORD has said to us. It will be a witness against you if you are untrue to your God.” ²⁸Then Joshua dismissed the people, each to their own inheritance (Joshua 24:14-15, 25-28 NIV).

In his final leadership action, Joshua casts a vision for the Israelites to renew their commitment to follow God.  He does this with wisdom in three powerful ways.

Joshua used wisdom to cast vision by recalling the past. 

Joshua recalls their history. He spends much of his farewell address reminding them of the ways that God has led them to the place they now are.  He shares the stories of the past to provide vision for the future. He wisely links future vision to past events. 

Some leaders only look to the future and paint a glorious picture of what can be with no connection to the past. But serving leaders link future vision to the stories that brought them here. They find vision from the past and project that forward into an even better future. They remind the people they lead that they are rooted in what has come before. 

Joshua used wisdom to cast vision by setting a personal example.

Joshua called the people to recommit themselves to following God and then made his well-known declaration, “But as for me and my household, we will serve the Lord.” He wisely leads by example. He will pursue the vision no matter what the choice of the people is. This commitment and personal engagement is a strong motivation to the people and they also agree to serve the Lord.

Some leaders call others to a high level of commitment, but they don’t get personally involved. They ask others to pay a price they are unwilling to pay. But serving leaders cast vision by their own action. They move before calling others to move. 

Joshua used wisdom to cast vision by using visual reminders.

Joshua set up “a large stone” as a visual reminder of the commitment they were making. He wanted them to recall their commitment every time they walked past this stone. He wisely understood that a picture is worth a thousand words.

Some leaders rely only on words, hoping that repetition will make the vision stick. But serving leaders add visual reminders to the vision. They paint word pictures; they share stories and give examples that help the vision to stick in the hearts and minds of those they lead. They stir their hearts before asking for their hands.

For further reflection and discussion:

• When I share vision, how do I root it in the past? Even when significant changes are needed, have I found ways to look at the past to help articulate the way forward?
• In what ways do I model the vision I ask others to work towards? Can I consistently invite people to follow my example? What impact does that have on my leadership?
• How do I help people visualize the vision? Are there physical objects that I could use to remind people of the vision as Joshua did? Do I tell stories and give personal examples that bring the vision to life? What other ways can I help connect people’s emotions to the vision? 
• In addition to these reflections above from Joshua’s life, read all of Joshua 23 and 24. Reflect on how he wisely used his farewell speech and covenant renewal to project a vision for the future. What do I learn from his example that I can apply to my own leadership?       

Until next time, yours on the journey,

Jon Byler

Effective leadership begins with a compelling purpose. But the vision will not be accomplished unless teams are built around shared values that align peoples’ actions with the vision. Values guide the actions of everyone on the team and shape the culture. Values are expressed when someone says, “That’s how we do things here!” Raise the Bar is the second of The Five Actions of Serving Leadership (*see note) and focuses on values.  Values are grounded in faith and great leaders, like Paul, make their values clear to the entire team.

¹As a prisoner for the Lord, then, I urge you to live a life worthy of the calling you have received. ² Be completely humble and gentle; be patient, bearing with one another in love. ³ Make every effort to keep the unity of the Spirit through the bond of peace (Ephesians 4:1-3, NIV).

Paul’s life and leadership provide a model of how serving leaders build a culture of values.

Paul identified and defined core values. 

In this passage, and many others, Paul identifies five distinct values that he calls others to follow. Later in this chapter, he will explain what these values look like in real life. Again and again, in Paul’s writings, he calls people to live out the values that express their faith. There was no ambiguity in how he lived and how he called people to behave. (See additional references below.)

Some leaders ignore values and focus primarily on getting the work done. They do not realize that every organization has values even when they are not identified and explained. But serving leaders take time to identify values that best reflect their unique purpose. Then they make sure that everyone on the team understands what these values look like.

Paul embedded core values in his team.  

Repeatedly Paul talked about the values that he believed were essential for the church. He talked about them, preached about them and wrote about them. He “caught people in the act” of living out the values and shared their example with others. (See Philippians 2:19-30 for two examples.) These stories encouraged everyone to live up to the same values.

Some leaders put values on the wall. But serving leaders embed values into the hearts and lives of their people. They model the way and are not afraid to say, “That’s how we do things here.” They create a culture of shared values. 

Paul addressed values gaps.

Paul often faced situations where people did not live out the values he had defined for them. This is a huge challenge for all leaders. What will we do when someone does not live out the value we have identified? Paul was quick to address these gaps. (See Gal. 2:11-14 for one example and others below.)

Some leaders ignore values gaps in hopes that the misalignment will go away and not impact the team. But serving leaders address values gaps by coaching people towards change. If the person is unwilling or unable to change, the leader serves the team by removing that person rather than compromising the value!

Serving leaders take full responsibility to build a culture of values on their team.

For further reflection and discussion:

What happens when the values of a leader are not clear?

Have I clearly identified the values of my organization? If not, what will I do to begin this process?

Does everyone in my organization understand what these values look like in real life? If not, what can I do to guide my team to a better understanding?

What do I do this week to remind my team of our values? How can I embed this into the regular life of our team? What story can I tell of someone who demonstrated one of our values?

Do I currently have team members that are not living up to our values? If so, what do I need to do to “Raise the Bar”?

In addition to the scriptures used in this issue, read and reflect on how the following passages also illustrate how Paul acted to Raise the Bar:   

Identifying values: (Galatians 5:19-26; Ephesians 5:1:15-20; Philippians 1:27; 2:1-11; Colossians 1:10; 3:12-14)

Embedding values: (Phil. 1:3-5; 4:15; 2:19-30; I Thessalonians 1:2-3; Rom. 16:1-4; Philemon 1:4-7)

Addressing values gaps: (1 Tim. 1:19-20; 1 Cor. 1:10-12; 3:1-4; 5:1-2; 6:1-8; 13:13; 2 Tim. 4:10; Titus 1:10-13; Gal. 2:11-14; 2 Thessalonians 3:11-15)

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how Paul clarified his mission for the team. 

*Note: The Five Actions of Serving Leadership were recognized by Dr. John Stahl-Wert and illustrated in the book The Serving Leader. These actions have been applied by many organizations to integrate serving leadership into everyday leadership practices. See www.CenterforServingLeadership.com for more information.

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

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

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

Serving leaders follow those ahead of them by observing.  

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

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

Serving leaders follow those ahead of them by asking.  

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

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

Serving leaders follow those ahead of them by imitating.  

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

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

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

For further reflection and discussion:

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

Until next time, yours on the journey,

Jon Byler

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

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.  

We previously observed that serving leaders see themselves as stewards of money and they are thoughtful about how they obtain money. With this foundation, the heart of serving leaders is fully expressed when they generously share their financial resources with others.  Serving leaders live their entire lives with a focus on others and this is expressed by sharing with others. This heart of generosity is shaped by verses like the following:

“It is more blessed to give than to receive” (Acts 20:35, NIV).

“God loves a cheerful giver” (2 Cor. 9:7).

“And now, brothers, we want you to know about the grace that God has given the Macedonian churches. Out of the most severe trial, their overflowing joy and their extreme poverty welled up in rich generosity (2 Corinthians 8:1-2).

Giving expresses a heart that is focused on serving others instead of self. Serving leaders open their hearts to those they serve in many ways. In finances this focus on others is expressed in generous sharing.

Serving leaders share money by design.      

“It is more blessed to give than to receive.” Jesus’ words remind us that it is a greater blessing to give than to receive. Some leaders casually give when an urgent need is presented to them but forget about giving at other times. By default, they focus more on getting money than on giving. But serving leaders are thoughtful and intentional about giving. They look for ways to give, places to give, people to bless. They stop and reflect on what they give and how they can increase their giving. They are intentional.

Because they are stewards serving leaders seek to give in ways that reflect the heart of the true owner of their resources, God! They pray often about how and where to give. They recognize that while giving always blesses the one who gives, it sometimes can have unintended negative consequences for the recipient.* So they look for ways to give a hand to those in need in ways that empower and bless. They carefully select organizations that are making a significant impact and support them. Serving leaders recognize that the most impactful giving happens by design.  

Serving leaders share money with delight.   

“God loves a cheerful giver.” Not every person who gives does so with joy. Some leaders feel compelled to give or guilty for not giving or they want to be seen by others as givers, but their heart is not in it. But serving leaders love to give and do so cheerfully!  Those who give are the most fun people to be around and serving leaders are delighted to share.

Serving leaders share money for demonstration.

Leaders who have experienced the blessing and joy of giving naturally want others to experience the same. So, serving leaders share money to demonstrate to others how to develop a generous heart. They do not give to show off, but they do give to influence others to also give. Like the Macedonian church, they become an example of generosity to others. A serving leader I visited recently told me that one of the goals of their company is to foster a spirit of generosity among their employees. That is the heart of serving leadership, wanting others to also experience the joy and blessing of giving.

For further reflection and discussion:

• Give yourself a “generosity inventory” by reflecting on these questions:
  • How often do I reflect on how I can give more, how I can give more wisely, how I can give more joyfully?  
  • Is my level of sacrificial generosity increasing or decreasing?  
  • Do I ever give grudgingly or reluctantly?
  • Does my family and those who are closest to me see me as a giver or a taker?           
• What can I do to give with more intentionality?
• How can I encourage those I lead to be more generous?
• Consider these additional verses related to giving: (Proverbs 3:9-10, 11:25, 22:9, 28:7, 22; Luke 6:38, and 2 Corinthians 8:1-7) What more do you learn about generosity from these verses?

Until next time, yours on the journey,

Jon Byler

*For great insights into how giving to the poor can sometimes harm recipients, I recommend the book “When Helping Hurts.”

Timothy learned early that leading himself came before leading others. Before he called others to follow, he had to model the way. Consider these verses:

Have nothing to do with godless myths and old wives tales; rather, train yourself to be godly” (1 Timothy 4:7, NIV).

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

¹⁵Be diligent in these matters; give yourself wholly to them, so that everyone may see your progress. ¹⁶Watch your life and doctrine closely. Persevere in them, because if you do, you will save both yourself and your hearers (1 Timothy 4:15–16).

In this chapter Paul exhorted Timothy to be a role model to those he was leading, to “set an example” to others. Serving leaders acknowledge that leadership is an inside job. Before serving leaders tell others they show them what it looks like. As Timothy followed Paul’s instructions he became a model in several significant ways.

Timothy modeled discipline.

Paul instructed Timothy, “train yourself to be godly.” To lead others Timothy needed to be the right kind of person—a godly man. This would not happen without focus and discipline.   Athletes training for their sport leaders need to exercise discipline. The discipline of training can be tiresome and difficult. There are many days that any athlete would prefer to stay in bed rather than do the necessary training.  

Many leaders want to be seen as great leaders, but they aren’t willing to pay the daily price of discipline that is required to become great. They look for shortcuts to help them lead others without improving themselves. Serving leaders acknowledge that discipline is the price of becoming a role model. They are willing to pay the price before they attempt to lead.  They discipline themselves to be the right kind of person before they seek to lead others.

Timothy modeled distinction.

Paul encouraged Timothy to overcome the challenge of being a young leader by setting an example for others. Timothy could not change his age, but he could work towards becoming the most mature young person around. He would distinguish himself from the crowd of others his age by growing in “speech, in conduct, in love, in faith and in purity.”  Timothy modeled distinction, standing out from the crowd by rising above the crowd.

Many leaders want to be elevated because of their position and authority. Serving leaders seek to be the best version of themselves that they can be at whatever age they are. As they do so they become more mature than their peers and serve others as a model of distinction.

Timothy modeled diligence.

Paul called Timothy to diligence “so that everyone may see your progress.”  Timothy learned that growth takes diligence. While it was good to be an exemplary young leader he needed to make continual progress that was obvious to those watching his life.   

Many leaders stop growing when they think they are good enough to get the job done. But serving leaders are diligent to keep growing in ways that become a model to those around them.

For further reflection and discussion:

• What area of my life is currently not a good model to others? What do I need to change this week to start improving in that area?
• Do I model a continuous improvement in my life and leadership that is obvious to those around me? If not, what do I need to change?
• Reflect on those you lead. What can I do to encourage them to become models to those around them? In what ways can I affirm and encourage those who are currently role models?       
• In addition to the verses we used in this issue, consider the following: 1 Timothy 4:6; 2 Timothy 1:13-14; and 2 Timothy 2:16, 22. What additional insights do you find from these verses about how Timothy was called to be a role model and specific areas in which he was to show others the way.

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how Timothy developed good friendships.

One of the many things Timothy needed to learn as a church leader was how to understand, apply and teach the scriptures. As a follower of Jesus, this was his essential textbook for life and leadership.

Consider these exhortations from Paul:

¹⁵and how from infancy you have known the Holy Scriptures, which are able to make you wise for salvation through faith in Christ Jesus. ¹⁶All Scripture is God-breathed and is useful for teaching, rebuking, correcting and training in righteousness (2 Timothy 3:15–16, NIV).

Do your best to present yourself to God as one approved, a worker who does not need to be ashamed and who correctly handles the word of truth (2 Timothy 2:15).

We might hear Paul’s words as instructions to us and rightly so. But underneath his admonitions Paul reveals what Timothy had done over a lifetime of exposure to the ancient Jewish scriptures.

Timothy learned to know the Word.  

Paul reminded Timothy that “from infancy you have known the Holy Scriptures…” Paul observed a discipline that Timothy had developed for years. Without the luxury of pulling a book off the shelf at his home, Timothy invested time to learn the Word. He had to take time to go somewhere, listen, study, memorize and ponder the meaning of this book. He likely discussed with his teachers the meaning and application of the ancient texts. In the Word he observed the lives of successful and unsuccessful leaders. He learned that some leaders focus on themselves while others focus on those they lead. As he learned to know the Word his character, thinking, and leadership actions were slowly but deliberately shaped. His leadership was grounded in ultimate realities far beyond himself.  

Some leaders don’t give careful thought to what model of leadership they will follow. Instead, they seek to do whatever seems right and most likely to produce the outcomes they desire. But serving leaders recognize that what they read, study, and ponder shapes their thinking and their actions. They seek the truth of the Word as the foundation for their leadership journey.   

Timothy learned to live the Word.  

Paul also noted that the scriptures “make you wise for salvation..” and are useful for “training in righteousness.” Timothy not only learned to know the word; he learned to put into practice what he was learning. He transferred knowledge from his head to his hands, living out what he learned. He realized that before he could tell others how to lead, he had to model what he wanted them to do.

Some leaders pursue knowledge for the sake of knowing and impressing others. But serving leaders seek knowledge that shapes their actions. They show the way before they teach the way.

Timothy learned to teach the Word.  

Paul was not satisfied for Timothy to know the Word and to live it out, he wanted so see multiplication! So, he told Timothy that the Word is “useful for teaching…” Timothy was to use his own life and leadership to raise up other leaders, sharing with them the truths he had learned and practiced. While some leaders focus only on their own growth and development, serving leaders always look for others to develop. They invest their lives in passing on to the younger leaders what they have learned as Paul did with Timothy. Serving leaders shape the lives of others as they teach a different way to live. Where this is done effectively, leadership gets better with each generation!

For further reflection and discussion:

• How can I more deliberately see the Word as my primary source of leadership training? Am I taking the time to know it well? Do I ponder what the instructions, stories and examples teach me about leadership?
• Reflect on those you lead. What can I do to encourage them to use the Word as a source of their growth and development? If I am leading persons who do not share my faith, how can I point them to this source without being offensive?
• Can I say with confidence that my life is a model for others to follow? If not, what do I need to change to practice the Word?
• In what ways am I deliberately teaching younger leaders how to live and lead? How can I do this more effectively?
• In addition to the verses we used in this issue, consider the following: 1 Timothy 4:12; 15–16;  2 Timothy 2:25–26; 4:2 What additional insights do you find from these verses about how Timothy learned the Word?

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how Timothy learned to think and reflect.  

We have reflected on several deliberate actions that Paul took to develop his leadership pipeline strategically moving people from one level to the next in their capacity. One action that Paul continually practiced was encouraging those he wanted to develop. Consider these examples from his communication with Timothy:

For this reason I remind you to fan into flame the gift of God, which is in you through the laying on of my hands (2 Timothy 1:6).

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

¹⁹ I hope in the Lord Jesus to send Timothy to you soon, that I also may be cheered when I receive news about you. ²⁰ I have no one else like him, who will show genuine concern for your welfare. ²¹ For everyone looks out for their own interests, not those of Jesus Christ. ²² But you know that Timothy has proved himself, because as a son with his father he has served with me in the work of the gospel(Philippians 2:19-22).

We sent Timothy, who is our brother and co-worker in God’s service in spreading the gospel of Christ, to strengthen and encourage you in your faith (1 Thessalonians 3:2).

Paul provided Timothy with both private words of encouragement and public affirmation of his gifts and calling. He understood that encouragement results in better leaders and his example shows serving leaders what encouragement produces.

Encouraging leaders produces growth in others.

Paul encouraged Timothy to grow and develop, to “fan into flame” the gifts that he had. Imagine the impact it had for Timothy to hear from Paul that he had a gift within him. An emerging leader often does not even imagine their leadership capacity and it takes someone else to point out their gifts. When an established leader points out the gifts of an emerging leader it is a great encouragement and provides a desire to grow. Paul also called forth what was to become a flame, likely only a tiny spark at the time. But Paul focused on what Timothy would become. What a motivation to grow and develop! Some leaders point to their own gifts but serving leaders highlight the gifts of those they lead. As they do they develop leaders who are growing.

Encouraging leaders produces confidence in others.

As Paul encouraged Timothy, he became a strong leader that “proved himself.” Paul’s public encouragement of Timothy’s strength must have inspired confidence in him. What a confidence builder to know that a mature leader believes that I can do this!

Some leaders believe that pointing out the weaknesses of others will help them become strong. Serving leaders don’t ignore weaknesses, but they encourage and affirm signs of positive growth. And as they encourage, serving leaders build confident leaders.

Encouraging leaders produces reproduction in others.

Paul encouraged Timothy and it is not surprising that Timothy would “strengthen and encourage” the believers in Thessalonica. Encouragement cascades from one leader to another.

Some leaders think they can reproduce leaders by training. But serving leaders reproduce by their example, they model the way. They recognize that leadership is more often caught than taught. So they encourage, and reproduce encouragers!

Do you want growing, confident and reproducing leaders? Lead with encouragement!

For further reflection and discussion:

• Would those who follow me describe me as an encouraging leader? Why or why not?
• Do I more easily offer private words of encouragement or public words? What step can I take to balance both?
• Which person who follows me would I like to encourage? (When you have identified that person answer the following questions about him/her.)
• What gifts do I see in that person?
• What will these gifts produce in the future?
• How can I communicate this privately?
• How can I communicate this publicly?
• When will I do this?

Until next time, yours on the journey,

Jon Byler In the next issue, we’ll examine how Paul developed his leadership pipeline by loving them.

We have observed how Paul chose and prepared Timothy, one of the emerging leaders on his team. As Paul invited Timothy to join him on a leadership journey, he was beginning a deliberate process of showing Timothy how to lead. They would walk together, work together, talk together and share life together. By his example, Paul would show Timothy what leadership looked like. Many years later, near the end of his life, Paul wrote these words to Timothy confirming that he had accomplished this task:  

You, however, know all about my teaching, my way of life, my purpose, faith, patience, love, endurance, persecutions, sufferings (2 Timothy 3:10-11a, NIV).  

After many years Paul was able to say to Timothy that he had shown him these nine elements of his life. Paul’s life was an open book for Timothy. He demonstrated the good and the painful parts of leadership. He is able to tell Timothy that he knew everything about him as a leader. Serving leaders learn from Paul’s example the importance of showing those they lead the ups and downs of the leadership journey.  

Serving leaders show the way.  

Some elements of leadership require instruction and Paul spoke about “my teaching.” But Paul went beyond instruction to demonstration. He showed Timothy his “way of life.”  By his example he showed Timothy the way to plant churches in new locations, the way to lead in crisis situations, the way to deal with adversities, the way to raise up other leaders, etc. Paul understood that more leadership ability is caught than taught.  Some leaders tell others what to do without demonstrating how to do it. But serving leaders show others; they model the way. This does not mean that a serving leader needs to do every task, but they are willing to roll up their sleeves and show the team the way it is done. They recognize that developing other leaders requires showing them how it is done.  

Serving leaders show the purpose.  

Paul’s modeling to Timothy included not only his external actions, but his purpose. He was able to tell Timothy that he knew “my purpose.” Paul’s purpose was the ‘why’ behind the ‘what.’ Timothy undoubtedly heard over and over the story of Paul’s conversion, of God’s call on his life and his passion to reach the Gentile world. Timothy helped Paul write Colossians where Paul says his purpose is to “present everyone fully mature in Christ” (Colossians 1:28). Paul made it clear to Timothy why they were doing what they were doing. Some leaders only demonstrate how a task should be done. But serving leaders explain the purpose of that task and tie all leadership actions to the purpose or mission of the organization.  

Serving leaders show the cost.   

Paul not only showed Timothy the positive elements of leadership, but he also revealed the cost of leadership as he showed Timothy that leadership involved “endurance”, “persecutions”, and “sufferings.” Timothy personally witnessed the price Paul paid for his leadership and he likely experienced a time in prison as well. (See Hebrews 13:23). Some leaders call others by revealing the benefits of a role or position without disclosing the costs. But serving leaders learn the importance of showing those they led the ups and downs of the leadership journey from Paul’s example.  By showing the cost they prepare the emerging leaders to have the fortitude to finish the journey.  

For further reflection and discussion: 

• Are there areas that I tell others what to do but have not shown them how to do it? Does my leadership balance my teaching and showing? Would those who follow me say they know about my “way of life” or do I hide elements of who I am from those I lead?  

• Is the purpose of the organization I lead clear to all who follow? Do I clearly tie the purpose of my organization to every leadership action I request others to do? In what way can I improve in this area?  
• Do I make the cost of leadership clear to those I am developing as leaders or do I tend to hide my own pain and struggles? How can I be appropriately honest about what leadership costs?         

Until next time, yours on the journey, 

Jon Byler 

In the next issue, we’ll examine how Paul developed his leadership pipeline by empowering them.