Serving leaders reflect on how they will finish to keep their own focus on the right areas. But they quickly turn to serve those they lead by also encouraging them to think about finishing well. Although leaders are often further along in their own life journey than those they lead, they consider the implications of Paul’s words for those they lead as well.

⁶For I am already being poured out like a drink offering, and the time for my departure is near. ⁷I have fought the good fight, I have finished the race, I have kept the faith. ⁸Now there is in store for me the crown of righteousness, which the Lord, the righteous Judge, will award to me on that day—and not only to me, but also to all who have longed for his appearing (2 Timothy 4:6–8, NIV).

Serving leaders ask “What are you doing to finish well?“ to keep the cost in mind.

“I am already being poured out like a drink offering…” Paul does not hide the cost of serving leadership, it is a giving up and pouring out. Leadership is costly. But his focus on finishing well makes the cost worthwhile. Serving leaders want the best for those they lead so they ask for a high level of commitment. They call others to personal and professional growth as well as higher levels of responsibility. But they acknowledge that more responsibility will require more discipline, effort, and focus. While they understand that not everyone is willing to pay the price, they invite those who follow to be willing to pay the costs by asking them to reflect on the long term instead of the short term.  

Serving leaders remind those they lead that the cost they pay today will bring benefits tomorrow.    

Serving leaders ask “What are you doing to finish well?“ to keep the end in mind.

 “The time for my departure is near.”  Paul was aware that the time he had was short. But he was confident that because he had lived well, he would also finish well. He lived his entire life with the end in mind. He nearly lost his life several times when he was stoned, beaten and shipwrecked.  He may have been surprised that he lived this long! Because he lived with the end in mind, he did not fear the end. Serving leaders help those they lead to keep the end in mind. While there are current tasks that need to be done, serving leaders ask questions about the future. “Where do you hope to be 5 years from now?” “What will it look like if you keep developing your strengths for the next 10 years?” “What are you doing now to ensure strong family relationships in the future?” Questions like these help followers to focus not only on the tasks for today, but on the targets for tomorrow.  

Serving leaders remind those they lead that long term gains are more important than short term successes.

Serving leaders ask “What are you doing to finish well?“ to keep the rewards in mind.  

“There is in store for me the crown…”  Paul was able to look ahead at the prize that was the reward of a life well lived. This perspective made the pain of being “poured out” worthwhile. He was able to finish well by keeping the rewards in mind.  Serving leaders do not ignore the need for short term rewards. But they serve those they lead by helping them focus on the long-term rewards of finishing well.

Serving leaders remind those they lead that the most significant rewards come at the end of a life well lived.

For further reflection and discussion:

• What costs am I asking those who follow me to pay? Have I been open about what it costs to grow as a leader? How can I encourage those who are growing to reflect on the long term instead of the short term?  How do I respond to those who are not willing to pay the price of growing?        
• What am I doing to help those who follow to focus on long term gains? What questions should I be asking those I lead to help them gain a long-term perspective? When will I talk with someone about this?
• Has my leadership focused on short-term rewards or long term? How can I keep the needed short-term rewards but help those I lead focus on the rewards that come from a lifetime of living well?

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at a new topic.  

Serving leaders not only want to run well, but they want to finish well. They begin with the end in mind and lead with the end in mind. They ponder the meaning of Paul’s words written near the end of his life.   

⁶For I am already being poured out like a drink offering, and the time for my departure is near. ⁷I have fought the good fight, I have finished the race, I have kept the faith. ⁸Now there is in store for me the crown of righteousness, which the Lord, the righteous Judge, will award to me on that day—and not only to me, but also to all who have longed for his appearing (2 Timothy 4:6–8, NIV).

As Paul reflected on the end of his journey, he was able to list three accomplishments, “I have fought the good fight, I have finished the race, I have kept the faith.” Serving leaders reflect on these words of a great leader near the end of his life. They learn from Paul’s example to keep their focus by asking themselves, “What am I doing to finish well?”

Serving leaders ask “What am I doing to finish well?“ to keep their focus on calling.

“I have fought the good fight.”  Paul boldly confirms that he has completed the calling God gave to him. There were many battles along the way. But Paul focused on his calling and didn’t allow distractions to shift his life in other directions. At the end he could say with confidence that he had fulfilled the great purpose God had for his life and leadership. Serving leaders learn from Paul to keep their focus on what really matters. They discover their great purpose and then pursue that relentlessly. In the group or organization they lead, they invest significant energy in keeping that purpose a part of every activity. Serving leaders reflect on the end to keep their calling the focus of their daily activity.  

Serving leaders ask “What am I doing to finish well?“ to keep their focus on successors.

“I have finished the race.” Paul shifts his analogy from fighting to running and asserts that he has run to the end of the race. He was well aware that handing off the baton to the next runners was a key element in running. Paul, as he discipled Timothy and many others on his team, equipped them to run the race. So, he is able to say “not only to me, but also to all who have longed for his appearing.” Paul knew that there was no personal success without successors. He did not fear that the next generation would not be able to carry on, he had equipped them well. In the language of The Serving Leader Model*^TM, Paul was able to “upend the pyramid” by passing on power to others. Serving leaders think about finishing well to keep their focus on the next generation of leaders. Serving leaders reflect on the end to remind themselves that there is no success without successors.

Serving leaders ask “What am I doing to finish well?“  to keep their focus on values.  

“I have kept the faith.”  Paul was confident at the end of this life that he had not compromised his faith. He lived what he taught and was able to affirm that he had not taken the easy way out of difficult situations. He had not compromised his values in pursuit of success. Serving leaders reflect on Paul’s example and look at the end to keep their daily focus clear. They do not measure their success by the size their retirement accounts, but by the daily acts that live out their faith values. And as they live out these values, they “Raise the Bar” for those around them. Serving leaders reflect on the end to keep their daily focus on the things they value most.

For further reflection and discussion:

• Is my purpose in life clear to me and to those around me? If not, what do I need to do to clarify that purpose? If it is, how does this shape my daily activities and choices? What are the current ‘distractions’ that I am facing which would take me away from my purpose?
• Where am I in the process of handing off the baton to the next generation of leaders? Am I spending adequate time to equip and empower those around me to do the work after I will be gone? Who are the persons into whom I should be investing the most time and energy?
• Are my life values clearly defined? What about the values for the organization or group I lead? Where am I currently tempted to compromise on those values? How can focusing on the end help me avoid those temptations?        

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine the final question serving leaders ask others: “What are you doing to finish well?”

*The Serving Leader Model includes five actions. Three are mentioned in this issue, Run to Great Purpose, Raise the Bar and Upend the Pyramid. The other two are: Blaze the Trail and Build on Strength. To learn more, read the book The Serving Leader or visit the Center for Serving Leadership’s website.

The story of Boaz is nestled in the account of Ruth, the foreign daughter in law of Naomi. (If you’re not familiar with the story, take 10 minutes to read the book of Ruth.) Boaz appears in the story in chapter 2 after Naomi and Ruth, both widows, return to Israel from the country of Moab. His life speaks quietly and powerfully to all serving leaders and we’ll examine several areas in which his life is a model to us. The first comes as he is introduced to us for the first time.

1 Now Naomi had a relative on her husband’s side, a man of standing from the clan of Elimelek, whose name was Boaz (Ruth 2:1, NIV*).

Boaz is introduced here as a “man of standing.” Reflect on that for a moment. Standing is not a word we commonly use to describe someone. But it reflects strength, valor, and uprightness. It implies dignity and action. Boaz served by being a man of standing and serves as a model to all serving leaders.

Serving leaders stand by character development.

Boaz, was a man of character. He led with integrity, he was a man of his word and he honored others. All these reflect a person of unswerving character. We will see more of his character revealed as we continue to look at his life in this series. His character is even more remarkable when we consider the time in which he lived. In Ruth we have glimpses of the reality that not everyone in the area had character like Boaz. He lived during the time of the judges when “everyone did as they saw fit” (Judges 21:25). He is a man of standing because of his character. Boaz teaches serving leaders that leading begins on the inside. He demonstrates that leadership is more about who we are than what we do.

Serving leaders stand by consistent living.

Boaz is famous! We still tell his story today, thousands of years after his life. But Boaz had no idea that he would have this legacy! He was just doing what was right day after day. Leaders often look for ways to make a difference or to make an impact. Boaz teaches serving leaders that consistently living by godly values is the way to serve. Serving leaders do what is right, not to accomplish great things but simply because it is right. They stand day after day on their values and lead others with consistent living.

Serving leaders stand by changing others.

Boaz served as a man of “standing” and as a result his life would influence many others. Notice what people said to Naomi upon the birth of his son, Obed.

14 The women said to Naomi: “Praise be to the LORD, who this day has not left you without a guardian-redeemer. May he become famous throughout Israel! (Ruth 4:14)

The life and character of Boaz impacted Ruth and her mother in law Naomi. But it also led to generations of famous leaders in Israel, first King David and ultimately Jesus! His character would be passed on to many generations. Boaz teaches serving leaders that when we stand well, we serve well. We make a difference when we stand!

For further reflection and discussion:

· Skim the four chapters of Ruth with “standing” in mind. Do you see other examples that demonstrate how Boaz was a man of standing?

· Would others call me a person of “standing”? Are there any gaps in my character that impact my ability to lead? What steps will I take to rectify these issues? In what areas do I need God to change my heart?

· Is my leadership focused more on end results or daily consistency?

· In what ways does my leadership reflect consistently doing what is right? Am I tempted to do what looks beneficial instead of what is right? What is God inviting me to change?

· Who is watching my life and leadership closely? How does my standing impact them? What difference will my standing make 100 years from now? How does that motivate me to serve by standing?

Until next time, yours on the journey,

Jon Byler

* Other translations use “mighty man of wealth”, “prominent man of noble character”, “a man of worth”, and “worthy man” to describe Boaz.

In the next issue, we’ll look at how Boaz served by treating others well.

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.

John the Baptist’s life has challenged us in many ways. His commitment, sacrifice, humility boldness and suffering all serve as examples to servant leaders. We would expect a glorious ending to a leader like this but John’s life ends differently. “The king was greatly distressed, but …he immediately sent an executioner with orders to bring John's head. The man went, beheaded John in the prison, and brought back his head on a platter….On hearing of this, John's disciples came and took his body and laid it in a tomb” (Mark 6:26-29, portions). Is this the way for the greatest man born before Jesus to end his life? But it was not the end. John did not leave behind great sums of money or earthly possessions, but he lived in a way that his impact far outlasted his grave. John the Baptist left a powerful legacy.

His legacy prepared leaders for Jesus.

We would naturally want to know what happened to John’s disciples. What organization did they found after his untimely death? There seems to be nothing. Yet, many of John’s disciples became disciples of Jesus. He invested in their lives and then passed them on to Jesus. The next day John was there again with two of his disciples. When he saw Jesus passing by, he said, "Look, the Lamb of God!" When the two disciples heard him say this, they followed Jesus (John 1:35-37). One of these was Andrew and we might dismiss him as a person of little influence. But Andrew brought Peter to Jesus and Peter became a pillar of the early church. Peter would not have come to Jesus without John preparing Andrew for Jesus. John raised up leaders for another leader, the ultimate act of service. He realized he was not foolish to lay down his own ambitions for a greater cause. John’s legacy teaches us that it is more important to prepare leaders for God’s kingdom than to build our own kingdom.

His legacy persuaded followers for Jesus.

Not only did John prepare leaders for Jesus to use, but his life and teachings influenced many others to follow Jesus. Then Jesus went back across the Jordan to the place where John had been baptizing in the early days. Here he stayed and many people came to him. They said, “Though John never performed a miraculous sign, all that John said about this man was true.” And in that place many believed in Jesus (John 10: 40-42). John’s success is not measured by the number miracles he performed or the number of followers who were with him at his funeral. His life made it easier for many people to follow Jesus. John’s legacy teaches us that it is more important to persuade people to follow Jesus than to follow us.

His legacy positioned the nations for Jesus.

The Apostle Paul was a great missionary and church planter. But interestingly when Paul first visits Ephesus, over 20 years after John’s death, he finds that one of John’s disciples was already there! Meanwhile a Jew named Apollos, a native of Alexandria, came to Ephesus. He was a learned man, with a thorough knowledge of the Scriptures. He had been instructed in the way of the Lord, and he spoke with great fervor and taught about Jesus accurately, though he knew only the baptism of John (Acts 18:24-25). John, as far as we know, never traveled outside Israel. But Apollos carried the message he received from John to modern day Turkey! The message was not complete, but shows the remarkable legacy John left behind. John the Baptist impacted the early church and long after his death he was instrumental in preparing other nations to receive the good news of Jesus. What will your followers be doing 20 years after you are gone? John’s legacy teaches us that it is more important to prepare leaders for the nations than to keep them in our organization.

Was John’s impact finished at his grave? Not at all! And beyond the early church, his legacy continues into the 21st century as he still impacts our lives and shows us how to lead as servant leaders. Let’s lead like John and leave a legacy that far outlasts our funeral!

For further reflection and discussion:

• Reflect on John’s life. What made his legacy so powerful and what does it mean for me? Am I looking primarily at what I can accomplish in my lifetime, or am I leading in a way that will leave a legacy to impact future generations? In what ways can I change to make a longer term impact?
• How is my leadership preparing others to follow Jesus? Am I willing to raise leaders for “export” to other organizations or places if that is where God leads them?
• Is my leadership primarily to persuade others to follow me or to follow Jesus? What can I do to focus more on preparing people to respond to the call of Jesus?
• In what way does my leadership impact the nations for Jesus? Are there ways God can use my business, my church or group to extend the message of the Kingdom to nations where it has not yet reached?

John the Baptist, if he were leading today, would not likely win any awards for success. His leadership did not last long, many of his key leaders left him to follow another, and the crowds at his events were declining when he was arrested and finally killed. But Jesus said of John in Luke 7:28-30, “I tell you, among those born of women there is no one greater than John; yet the one who is least in the kingdom of God is greater than he.” (All the people, even the tax collectors, when they heard Jesus' words, acknowledged that God's way was right, because they had been baptized by John. But the Pharisees and experts in the law rejected God's purpose for themselves, because they had not been baptized by John.)

John led well because he influenced well. His leadership quietly brought deep changes in those who listened. Not all agreed with him but his life and teaching influenced everyone. His life demonstrates how servant leaders quietly influence others in ways that make an impact.

Servant leaders influence beyond their position.

John’s impact did not come from his position. In fact, it does not appear that John even had a position! Jesus calls him great but also indicates that the least in the kingdom would be greater. John was a prophet but no one appointed him to that role. He just spoke in the desert and people came to listen! His position was not the reason for his impact. He was a leader only because he influenced others. He quietly did what God called him to do and in this way he influenced many. Many persons think they are leading because they have a position or title of authority. But John challenges servant leaders not to rely on their position for influence. Instead servant leaders seek to influence as many as possible and as much as possible for the glory of God. They find ways to do that with or without a position as they expand their influence beyond their position. Their purpose is not selfish gain or personal recognition, but to quietly influence others in the right direction.

Servant leaders influence beyond their organization.

John’s leadership failed to establish an organization or even a long-lasting group of followers. But he succeeded in influencing many to follow Jesus. Those who accepted his message and were baptized by him followed Jesus. Those who rejected his message also rejected the teaching of Jesus. John was an influencer with the heart of a servant. He recognized that true leadership is not gaining followers but to quietly influence others to follow Jesus. Does this mean that leading an organization is wrong? Of course not! God may call you to lead a church, business or other organization. But John teaches us that servant leaders understand that their ultimate purpose is not to lead an organization but to help others follow Jesus. Servant leaders do not influence others towards themselves but towards Jesus. That means laying aside pride and ego and leading in ways that encourage followers to do what is right and best for them rather than the organization.

Servant leaders influence beyond their time.

When Jesus spoke these words the ministry of John was nearly finished. Herod would soon cut off his head! But John’s influence would continue long after his time of active leadership was ended. Because of the way John quietly influenced without a position and without selfishly calling people to follow himself, the impact of his leadership would not end when he died. In a future issue we will examine the length of that influence but here we simply observe that his influence carried over into the ministry of Jesus. His influence prepared the way for the next leader. Servant leaders have influence that lasts beyond their time.

John was able to make an impact that went far beyond the time he preached and led. He understood that leadership is about influencing others. He did it well and shows all servant leaders the path to true success.

For further reflection and discussion:

• To what extent do I rely on my position to influence others? If my position was taken away, would people still follow me? In what ways can I go beyond my position to influence others?
• In what areas of my life do I influence without position? What can I do to be more influential in these areas?
• Does my leadership primarily influence people towards my organization (business, profession, church, etc.) or towards Jesus? What do I need to change?
• Am I leading in a way that my influence will last beyond my time in leadership? What can I do now to increase a lasting influence?

David’s leadership story is not finished until he hands over the reins of leadership to his son Solomon. Sadly, the account given in 1 Kings 1 teaches us more about mistakes to avoid in succession than it does about giving a positive example. When David is old and unable to lead, Adonijah, Absalom’s brother, sets himself up as king without David’s knowledge. Bathsheba quickly goes to David with the news to protect herself and her son Solomon, whom she believed was heir to the throne. David then appoints Solomon the king and after some time of confusion “Solomon sat on the throne of his father David, and his rule was firmly established” (1 Kings 2:12). Although the transition appears settled after David’s death, Adonijah makes a more subtle attempt to gain power, and Solomon orders his execution, bringing another tragic death in David’s family. What can servant leaders learn from David about how to succeed in succession?

Be quick.

1 Kings begins with a description of this great leader, “When King David was old and well advanced in years, he could not keep warm even when they put covers over him” (1 Kings 1:1). David was an old man shivering in bed and still had not handed over the reins of power. He waited far too long to lead a smooth transition. While this may not have been uncommon for kings, his subsequent actions make it clear that it was within his power to hand over before his death. Instead David did nothing and waited until the situation forced him to act. In succession, servant leaders recognize that earlier is better and they act quickly. They begin planning for a person to succeed them as soon as they take a position. They don’t wait until they are in bed! Servant leaders are more concerned about lasting results than short term power, so they move quickly to plan for succession.

Be prepared.

David was no longer able to lead but had not prepared anyone to take over from him. We noted in the last issue that David had failed at home to develop his sons into warriors. The information about Adonijah is revealing, “His father had never interfered with him by asking, "Why do you behave as you do?" (1 Kings 1:6). David does not seem to have learned any lessons from Absalom’s rebellion about the need to prepare the next leader. He has thought about Solomon leading, but has done little to prepare him for the difficult task of taking over power. All leaders know that they will die; but few have prepared anyone to succeed them. Many leaders find it difficult to even discuss this future reality. Servant leaders recognize that they are called not only to lead, but to prepare the next leader whom God will use to continue the vision.

Be clear.

David had apparently shared his intentions about Solomon with Bathsheba and a few trusted people, but not more broadly. This lack of clarity brought confusion. Adonijah took advantage of the power vacuum and made his claim on the throne. Bathsheba tells David, “My lord the king, the eyes of all Israel are on you, to learn from you who will sit on the throne of my lord the king after him” (1 Kings 1:20). David could have avoided much confusion and perhaps the death of yet another son if he would have simply called a family meeting to discuss the plan for succession. Servant leaders not only have a plan for succession, they clearly communicate their intentions to all who need to know. Their desire to serve the next generation well overcomes their natural reluctance to discuss the inevitable with their families and with those they lead.

Our leadership journey is not over until we hand over. Learn from David that today is the time to start succeeding in succession.

For further reflection and discussion:

• In my context, how is succession normally carried out? Are leaders free to talk about succession? What has been the result? What can I learn from David’s life that will help me do better?
• What have I done in my leadership to prepare for succession? Do I have a plan of who will take over after I am gone? Have I shared this plan with those who need to know? Have I decided when will I step down? What can I do this week to chart the way forward?
• Have I prepared my family for life without me? What things do I need to do to serve them by preparing for the future? Do I have a will? Have I talked with my spouse about my wishes for the future? Are my children aware as appropriate for their ages?
• If you are a young leader like David’s sons, what can you do to better prepare for future leadership? Are there ways that you cSuccession, an serve the leader over you that will encourage him/her to prepare better for succession? How might this be a test of your own leadership?

David’s life is in so many ways, an example of a great leader. He was successful in national building and expansion. He united the kingdom and established Jerusalem as capital city and a focal point of worship and commerce for the nation. But the final chapters of his life paint a sad picture of the difficulty of leading at home, an area of vulnerability for many leaders. In 2 Samuel 13-20 we read the account of David’ son Amnon raping Tamar, then the murder of Amnon by another son, Absalom. For several years David grieves the loss of Amnon and is estranged from Absalom. When Absalom returns to Jerusalem, he leads an uprising against David, secretly recruiting some of his top officials and openly sleeping with David’s concubines as David flees the capital in disgrace. Absalom’s rebellion nearly cost David the kingdom and did cost him the painful death of a third son. Later, another son, Adonijah, also attempts to seize power. In public David seems to excel but at home his leadership is disastrous. All servant leaders should ponder David’s life and reflect on several leadership principles.

Leading at home is more difficult than public leadership.

David was a successful warrior and reproduced that in his public leadership. He faced the giant and won. He built a team around him at the palace. But David’s life reveals that while it is relatively easy to look good at the office or in front of people; it is much more difficult to lead well at home. Leading at home is more emotionally demanding than public leadership. At home, people know us more intimately. We love them more deeply and their successes and failures bring much greater joy or pain to our souls. At home, there is much less applause that strokes our ego. There are fewer short term wins and the process of change seems to be infinitely slow. So David, like many leaders, took the easier path and focused on being the leader of the nation instead of the head of his family. He built his team well in the office. His 30 mighty men and officials knew their tasks and were doing their job. At home, his sons had nothing to do! They had servants and plenty of time on their hands while their father was winning wars instead of training them to be warriors.

Leading at home is more descriptive of who we are than public leadership.

Because leading at home is more difficult than in public, it more fully represents who we really are. David was certainly a man after God’s own heart and a great warrior. But he was also a broken and flawed leader, as we all are. His personal weaknesses were more reflected in his sons than his leadership team. His own moral failure in sexual temptation led to disastrous consequences in his son’s lives. Leading at home pushes us further as leaders because the applause is diminished and the timetable for results is longer. It is easy to forget about setting goals at home and lose sight of the mission. The best representation of our leadership is not on our professional resume; rather, in the lives of our children.

Leading at home more is more determinative of our legacy than public leadership.

The city David built would be captured; the nation he shaped would split into two; but the sons he raised would carry his legacy to the birth of Christ. We often forget that most of our public achievements will be forgotten soon after we are gone, but the family we lead will continue. Leaving a legacy at home requires focus, attention, and strong leadership.

In the matter of leadership at home, I write as much to myself as you, sobered anew with the ease at which family can become my second priority. Let’s learn together from David and run home to lead.

For further reflection and discussion:

• Read the 7 chapters (2 Samuel 13-20) slowly and thoughtfully. What do you learn from David’s life about his leadership at home? What is God speaking to you personally about your own family?
• When you think about your leadership in your profession/vocation, do you think strategically and set goals? Do you do the same at home? Why or why not?
• Are there sins in your heart or character that will be passed on to your children? What needs to change?
• What is the relationship between parental responsibility to lead well and the choices made by children?

Wherever I travel in the world I find that developing, equipping and releasing the next generation is a significant challenge for parents, church and business leaders. Yet handing over leadership to younger leaders is one of the greatest things servant leaders can do for the sake of the Kingdom of God. We’ll devote the next several issues to the priority and process of passing the baton, an image of how leadership is passed to the next generation. The baton is used in a relay race to signify the end of one runner’s effort and the beginning of another. A key verse for this series is Psalm 45:16, Your sons will take the place of your fathers; you will make them princes throughout the land. In the natural world it is easy to see that fathers raise sons who grow up to take their place. In the realm of leadership the same is expected of all servant leaders. My leadership effectiveness is not simply about myself and doing well as a leader. Rather, it is determined by how successfully I pass the baton to those who will follow. Why is this process crucial to my success as a leader?

Passing the baton is the only way to grow new leaders.

Think for a moment about how you developed your leadership ability. Was it by reading a book on leadership or practicing? I can guess with certainty that your answer is that you learned leadership by practice. Someone gave you a responsibility or assignment, and you learned how to do it. The only way that we will be able to grow new leaders is to allow them to learn in the same way we did. Giving responsibility allows others to grow and develop. Selfish leaders do all the work themselves; servant leaders pass the baton.

Passing the baton is the only way to multiply leaders.

Servant leaders are desperately needed in every home, business and community. We not only need to grow a new generation of servant leaders, we need to multiply them! One son is not enough in leadership! We need more than one son in the natural realm and we need more than one “Timothy” in our realm of leadership. If we do not multiply leaders we cannot fulfill the Great Commission. Two billion persons still wait to hear the Good News of Jesus. We cannot reach them alone but each of us can pass the baton to several others. Servant leaders are passionate about the multiplication of other leaders.

Passing the baton is the only way to finish the race.

Our leadership journey is not a single lap around the track; it is simply one leg of a much longer race. We will finish our portion, but not the race. The only way for the race to be completed is for us to pass the baton well to the next runner. Selfish leaders see their leadership as one lap around the track. Servant leaders know they are not finished until they have served the next generation by passing the baton to the next runner.

Paul is an example of a servant leader who ran well and passed the baton to the next generation. He not only reproduced himself in Timothy’s life, but multiplied leaders such as Titus and Luke. He visualized the baton being passed to several generations as he said, And the things you have heard me say in the presence of many witnesses entrust to reliable men who will also be qualified to teach others (2Timothy 2:2).

Wherever you are on your leadership journey, take a moment to reflect on how you will measure the success of your leadership. Where are you in the process of putting your baton into the next runners’ hand?

For further reflection and discussion:

• Why is it not enough for us to simply run our race well? What is the result if this is our only focus?
• Read Paul’s words to Timothy (2 Timothy 4:1-22) as he comes to the end of his leadership race. In what way does this passage reflect Paul’s passion to multiply leaders? In what way has he prepared to finish his race? Does he view his impending death as the end of his ministry?
• In your leadership, how close are you to the finish line? What steps is God calling you to take now to pass the baton to others?
• Have you identified others who will carry on your work after you are gone? Are you deliberately investing in their lives to prepare them?

Then Moses went out and spoke these words to all Israel: "I am now a hundred and twenty years old and I am no longer able to lead you. The LORD has said to me, 'You shall not cross the Jordan.' The LORD your God himself will cross over ahead of you. He will destroy these nations before you, and you will take possession of their land. Joshua also will cross over ahead of you, as the LORD said (Deuteronomy 31:1-3).

One final task remained for Moses’ leadership, passing the baton to the next leader, Joshua. This transition left a legacy for the children of Israel and shows us the way servant leaders handle similar transitions.

Servant leaders step down.

Moses was very old by our standards and told the people that he is no longer able to lead. However, he was not quitting because of his age. Scripture is clear that his eyes were not weak nor his strength gone (Deut. 34:7). Moses was still able and ready to cross over the river and see his dreams come true. But it was time for him to step down. Why? The LORD has said to me… We all love the call to positions, but find it very difficult to hear God calling us from positions. Moses was a servant and realized that leadership was a gift from God that could be revoked at any time. God may tell us to step down at the height of success, or when we grow old. In either case, servant leaders don’t cling to their positions and find the right time to step down.

Servant leaders lift up.

Woven throughout the story of Moses’ leadership is his relationship with and training of Joshua, preparing him for leadership. His action at the end of his life was not a hasty decision; he had been training Joshua for years! He gave Joshua responsibilities like standing watch at the tent of meeting, spying out the land and fighting the Amelekites. He helped prepare Joshua for leadership many times by simply taking him along with him as he demonstrated leadership. They were together on the mountain when God gave Moses the law. Servant leaders realize that they will not be in a position forever and that God has called them to lift up other leaders.

Servant leaders hand off.

Moses didn’t simply get out of the way; he deliberately installed Joshua as the new leader. In a powerful symbolic act, Moses laid his hands on Joshua in public and released him to lead (Numbers 27:18-22). He took the initiative to ensure that his successor was properly trained and then released to do the work. It was a beautiful example of a smooth transfer of power. Many leaders stumble at this point either by not being willing to release the work to someone else or by not declaring publicly their confidence in the new leaders’ ability. Servant leaders bless their successors and then get out of the way. They leave a legacy as they release the baton into the hands of their trained successor. They finish well!

Moses, what a leader! For the past 17 issues we’ve examined his leadership. He was certainly not perfect but was an outstanding example of a person who learned to lead others with the heart of a servant. We do well to learn from his life.

The background reading for this issue is: Deuteronomy 31-34. (See also Exodus 17:9-14; 24:13; 33:11; Numbers 11:28; 13:16; 27:18-22; 34:17; and Deut. 3:21-28)

For further reflection and discussion:

• What have I observed in leaders who are not willing to step down? What happens to them and to those who follow?
• If God asked me today to relinquish my role, would I willingly obey?
• Am I actively training others to take over my responsibilities? Have I identified someone who can take over my role? Do I purposefully take an apprentice with me for on the job training?
• When it is time for my transition, what will I do publically to pass on the baton to others?
• What key things have I learned from this study of the life of Moses and what steps do I need to take to put them into practice?