Joshua received a spirit of wisdom from Moses—but that didn’t mean his path would be free of failure. In fact, one of his early leadership mistakes with the Gibeonites became a powerful lesson in gaining wisdom through failure.  This happened in his interaction with the Gibeonites, a nearby group of people who pretended to be from a distant land and sought peace with the Israelites. Joshua, and the leaders, accepted the offer before realizing it was a deception.

¹⁴The Israelites sampled their provisions but did not inquire of the Lord. ¹⁵Then Joshua made a treaty of peace with them to let them live…  ²⁰This is what we will do to them: We will let them live, so that God’s wrath will not fall on us for breaking the oath we swore to them.” ²¹They continued, “Let them live, but let them be woodcutters and water carriers in the service of the whole assembly.” So the leaders’ promise to them was kept (Joshua 9:14–15, 20-21, NIV).

This treaty was a significant failure in Joshua’s leadership. But he gained wisdom through the experience as he responded.

Joshua gained wisdom by accepting his mistake.

Joshua was fully prepared for war, but the ruse was a surprise. He failed to stop and ask God for wisdom. His decision was rational but it was not wise. But when Joshua realized what happened he accepted his mistake. He didn’t blame others or point fingers at the leaders that were with him; he took full responsibility for the mistake. He gained wisdom as he reflected on what happened and learned from his failure.

Some leaders look for others to blame when they make a mistake and try to cover up the impact of their failure. But serving leaders accept responsibility for failures and thoughtfully gain wisdom. They understand that failure is a great teacher…when they reflect, learn and grow as a result.

Joshua gained wisdom by a thoughtful response.

When the failure was evident, the Israelite army set out for the Gibeonite territory. Joshua had three days of marching to ponder his options. He had more than enough military power to demolish the Gibeonites and destroy their towns as they had done to Jericho and Ai. Humanly, he was likely angry at himself and at the Gibeonites for what had happened and a brutal response would have pacified all his people who were now grumbling about his decision. But Joshua’s thoughtful response helped him avoid an emotional reaction.    

Some leaders react after a failure and seek to punish others in revenge. But serving leaders take time to reflect so that instead of reacting, they can act with wisdom.

Joshua gained wisdom by honoring his commitment.

Joshua had made a commitment to the Gibeonites and even though they had deceived him, he gained wisdom by choosing to honor his commitment to them. No one would have rebuked him if he would have destroyed them entirely. But Joshua chose to keep his integrity even at a great cost. He found a way to honor his commitment while making the Gibeonites woodcutters and water carriers for the Israelites.

Some leaders reverse course when they realize they made an unwise promise and justify their actions to save face and look powerful. But serving leaders recognize that one mistake does not justify another. They gain wisdom by finding ways to honor their commitment as well as accomplish their mission.   

Joshua’s failure didn’t disqualify him—it refined him. And failure can do the same for any leader willing to learn.  

For further reflection and discussion:

• Read the full account of this story in Joshua 9:1-27. What additional insights can I observe about how Joshua gained wisdom through this failure?
• How often do I pause to reflect and pray before making what seems to be an obvious decision? What impact does this have on my leadership?
• What significant leadership failure have I experienced and what did I learn from it? Are there ways I gained wisdom through that experience? What would I do differently if I had a chance to do it again?
• Am I always willing to honor my commitments, even when I later realize I should not have made the commitment? How does this impact my leadership?
• In addition to these reflections from Joshua’s life, consider the following verses that relate to gaining wisdom through failure and God’s discipline:   Prov. 3:11-12; 12:1; 15:31-32; 19:20; 26:11-12; Ps. 51:1-6; and James 1:2-5.        

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how Joshua utilized wisdom to uphold standards.

Leadership challenges quickly show us how much we need wisdom—more than knowledge alone, we need the ability to act correctly in difficult moments. This is the essence of wisdom: applying what we know and experience to make sound judgments and decisions. Knowledge relates to what we know; wisdom relates to how we should act.

In this series, we’ll explore how Joshua, one of the Bible’s great leaders, found, gained, and exercised wisdom in leading God’s people.  In this first reflection, we’ll look at how Joshua found wisdom. Early in his leadership, scripture tells us that he was filled with wisdom— making his life and leadership a powerful case study on wisdom.

“Now Joshua son of Nun was filled with the spirit of wisdom because Moses had laid his hands on him. So the Israelites listened to him and did what the Lord had commanded Moses.” (Deuteronomy 34:9, NIV)

What can we learn from Joshua about how he found wisdom? 

Joshua found wisdom by spending time with God.

The text above indicates that Joshua was filled with wisdom because Moses laid hands on him. While this had a spiritual element, we also know that Joshua spent much time in God’s presence before this. While Moses would speak to God and then return to the people, Joshua stayed at the tent (see Exodus 33:11). Here Joshua learned what Solomon would write about over 300 years later, “The fear of the Lord is the beginning of wisdom” (Prov. 9:10). In this tent, Joshua was in the background, developing the heart of a leader that served others. Here he learned to value God’s presence more than a position or the applause of people. This private shaping prepared him for public service.

Some leaders look for wisdom in the latest book on leadership or at the conference that promises answers to leadership challenges. While these are good in themselves, serving leaders first find wisdom in time alone with God. They seek wisdom not in position but from presence. Serving leaders who want to grow in wisdom don’t skip the time in the tent!

Joshua found wisdom by observing a wise leader.

Moses laid hands on Joshua only after 40 years of Joshua observing how Moses led. Joshua saw how Moses met with God, how he responded to troublemakers and slanderous attacks. Joshua led the people to battle with the Amalekites but learned that it was the prayers of Moses on the mountain that determined the outcome.   

Some leaders expect to find wisdom on their own, believing that they have what it takes to become wise. But serving leaders observe older, wiser leaders and learn wisdom from them.

Joshua found wisdom by being commissioned.    

Moses commissioned Joshua to be the next leader by laying his hands on Joshua. This transfer of authority and power included the gift of wisdom that Moses possessed. It also indicated that Joshua would lead under authority.  

Some leaders commission themselves and seek authority on their own merits. But serving leaders operate under appropriate authority that blesses them to grow in wisdom. They learn wisdom by being under authority before being in authority.  

For further reflection and discussion:

• Do I have a time in my day that I ‘unplug’ from my leadership role, turn off the news, social media and messages and spend time in the ‘tent’ with God? How does this impact my leadership?
• In what ways have I learned wisdom by observing other leaders? Am I intentionally reflecting on how and what I learn from them? Where possible, have I thanked them for the way their wisdom has helped me as a leader?
• Under whose authority do I lead? How does this help me grow in wisdom? Are there ways I can strengthen this relationship for greater impact?   
• In addition to these reflections from Joshua’s life, consider the following verses that relate to finding wisdom: (Proverbs 1:7, 2:3-6, 3:5-7, 4:7, 9:10, 21:11; Luke 2:52; James 1:5; Ephesians 1:17; Colossians 1:9, 2:2-3)       

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how Joshua gained wisdom through failure.  

Serving leaders surrender their business* or organization and see their role as stewards. They shape the organization by focusing on the value they bring to the world, by developing people and creating a culture of excellence. They also serve the organization by taking time to work on the business. Many leaders spend nearly all of their time working in the business, doing the daily tasks that need to be done. But serving leaders find ways to step back and focus on strategic planning, building leaders and long-term development of the business.  They consider scriptures like these:

“Where there is no revelation [KJV “vision”] people cast off restraint (Proverbs 29:18a, NIV).

²⁸ “Suppose one of you wants to build a tower. Won’t you first sit down and estimate the cost to see if you have enough money to complete it? ²⁹ For if you lay the foundation and are not able to finish it, everyone who sees it will ridicule you, ³⁰ saying, ‘This person began to build and wasn’t able to finish’ (Luke 14:28-30).

The plans of the diligent lead to profit as surely as haste leads to poverty (Proverbs 21:5).

¹⁷ Moses’ father-in-law replied, “What you are doing is not good. ¹⁸ You and these people who come to you will only wear yourselves out. The work is too heavy for you; you cannot handle it alone. ²¹ But select capable men from all the people—men who fear God, trustworthy men who hate dishonest gain—and appoint them as officials over thousands, hundreds, fifties and tens. ²³ If you do this and God so commands, you will be able to stand the strain, and all these people will go home satisfied” (Exodus 18:17, 18, 21, 23, NIV).

Serving leaders serve the organization by clarifying direction.

Effective organizations have clarity on vision, mission and values. Without clarity on vision people will “cast off restraint” or live carelessly. Leaders who spend all their time in the daily tasks that need to be done fail to provide the direction the organization needs to thrive. Serving leaders take time to work on the organization by clarifying vision, mission and values. They often spend time reminding people of these core elements that bring meaning and purpose to the daily tasks. This clarity results in purpose and meaning in the work and increases the engagement of the hearts of people in what they are doing. Only leaders can clarify direction.

Serving leaders serve the organization by careful planning.

Some leaders are so busy doing the work that they don’t take time to plan for the work. They are too busy to “sit down and estimate the cost.” But serving leaders recognize that part of their role as a leader is to ensure that plans are properly made and carried out. They look down the road and anticipate future challenges and make plans to prepare the organization for long-term success. Only leaders can ensure that adequate planning takes place in an organization.

Serving leaders serve the organization by creating leaders.

Moses was a classic leader trying to do all the work himself when his father-in-law gave him great leadership advice to develop leaders from the people. Some leaders focus on getting the work done through people. But serving leaders focus on developing the people that they have. They understand that they will never have too many leaders in the organization and that only leaders can ensure that the organization is producing leaders.

Remember, it’s not your business! Serving leaders serve the organization by working on it.

For further reflection and discussion:

• How clear in my organization is our vision (why we exist)? Our mission (what we do that benefits the world)? Our values (How we relate to each other and those we serve)? What do I need to do to make these directional pillars an integral part of our daily work?
• Do I naturally focus on planning or execution? What does this indicate about who I need to work closely with on my team? Do we take enough time for strategic planning in our organization? If so, reach out to your team and thank them for their work in effective planning and point out how it benefits the organization. If not, when will I schedule time for this?
• How effectively do I focus on developing leaders in my organization? What is my plan to keep developing leaders? What steps can I take to create an organization that focuses on developing leaders?

Until next time, yours on the journey,

Jon Byler

*Note: In this series we use “business” to apply to any type of organization whether for profit or non-profit. The principles of this series apply to for-profit enterprises, non-profits (such as churches or NGO’s) and any other domain of work and service. 

If you would like a PDF of this series in one document, click here to download.

Beginning with the next issue we will update our branding for this newsletter. The content will remain the same but we will have a new look!”

All leaders delegate tasks to others in their quest to accomplish the vision, adding items to their “to do” lists.  But serving leaders stop the delegation process long enough to ask a different question of their followers: “What should you stop doing?” They learn from Jethro, the father-in-law of Moses.

¹³ The next day Moses took his seat to serve as judge for the people, and they stood around him from morning till evening. ¹⁴ When his father-in-law saw all that Moses was doing for the people, he said, “What is this you are doing for the people? Why do you alone sit as judge, while all these people stand around you from morning till evening?” (Exodus 18:13-14, NIV, read 13-27, below, for a fuller context.) Jethro was kindly asking Moses to think about what he was doing that he needed to stop. Moses was doing a great thing; he was serving the nation! He was busy from “morning to evening” doing what he thought his job description called him to do. Everyone around looked at him with admiration and respect as a great leader. But Jethro steps forward and asks some hard questions that quickly shape Moses’ leadership journey. Serving leaders do the same for those they lead.

Serving leaders ask “What should you stop doing?” to avoid burnout.

Jethro explains to Moses that if he would stop doing some of the things he was doing, he would be “able to stand the strain” (Exodus 18:23). Moses was working hard but would not be able to sustain the pace of his leadership. Jethro was concerned that Moses would not be able to sustain the pace at which he was working. Serving leaders want the best for those they lead. They see those who follow not as machines for continuous production but as individuals who are gifted but with very human limitations! Serving leaders don’t push people beyond healthy capacity. Instead, they learn to also ask those they lead, “What should you stop doing so that you will avoid burnout?”  

Serving leaders ask “What should you stop doing?“ to focus on strengths.

Jethro advises Moses that when he distributes the load, he will be able to focus on the difficult cases only. He would be able to use his strengths in the best way to serve the nation. Leaders who are busy from morning to evening are most likely not serving in the areas of their greatest strengths. Instead, they are doing lots of good things on their “to do” list but not focused on key things that only they can do. Serving leaders repeat Jethro’s question to those they lead to help them think critically about their greatest strengths. They ask, “What should you stop doing that is not your greatest strength?” Their question provokes thinking and perhaps even a change in job description that frees a person to serve in the areas for which they are best suited.  

Serving leaders ask “What should you stop doing?“ to develop others.

Jethro asked Moses why he was working alone “while all these people stand around.” He recognized that as long as Moses did all the work, the others would not be developed. They had gifts and abilities which were not being used. Jethro asks Moses to give up some work so that others could grow up! Serving leaders not only consider what things they should stop doing, but they turn to those who follow and ask them, “Who else could do what you are doing now? When will you stop doing that so that others will grow?”

They ask instead of telling because they want the person, they lead to think for themselves and grow in their own ability to lead themselves. They may also ask because, unlike Jethro, it may not be as clear what things on the to do list are causing burnout.

For further reflection and discussion:

Choose one of the highest achievers on your team to think about. Who is that person? Choose specific questions from the list below to prepare for your time with that person. Then meet with them and serve them by asking what you have on your list.

• What things are you doing which wear you out?
• What do you need to stop doing to have a healthy balance in your life?
• Is your present pace sustainable long term? If not, what do you need to stop doing?
• Of all you do for this organization, what do you do that best uses your strengths?
• Of the tasks you do on a regular basis, which ones are not in the areas of your greatest strength? How can you stop doing them?
• Which of your current tasks could be done by someone else? What is needed for you to pass that task on to them?
• What happens to those under you when you continue doing the same tasks over time? Are you allowing their potential to be realized?  

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine the next question serving leaders ask themselves: “What should I start doing?”

Here is the full story of Jethro’s advice to Moses.

¹³ The next day Moses took his seat to serve as judge for the people, and they stood around him from morning till evening. ¹⁴ When his father-in-law saw all that Moses was doing for the people, he said, “What is this you are doing for the people? Why do you alone sit as judge, while all these people stand around you from morning till evening?”

¹⁵ Moses answered him, “Because the people come to me to seek God’s will. ¹⁶ Whenever they have a dispute, it is brought to me, and I decide between the parties and inform them of God’s decrees and instructions.”

¹⁷ Moses’ father-in-law replied, “What you are doing is not good. ¹⁸ You and these people who come to you will only wear yourselves out. The work is too heavy for you; you cannot handle it alone. ¹⁹ Listen now to me and I will give you some advice, and may God be with you. You must be the people’s representative before God and bring their disputes to him. ²⁰ Teach them his decrees and instructions, and show them the way they are to live and how they are to behave. ²¹ But select capable men from all the people—men who fear God, trustworthy men who hate dishonest gain—and appoint them as officials over thousands, hundreds, fifties and tens. ²² Have them serve as judges for the people at all times, but have them bring every difficult case to you; the simple cases they can decide themselves. That will make your load lighter, because they will share it with you. ²³ If you do this and God so commands, you will be able to stand the strain, and all these people will go home satisfied.”

²⁴ Moses listened to his father-in-law and did everything he said. ²⁵ He chose capable men from all Israel and made them leaders of the people, officials over thousands, hundreds, fifties and tens. ²⁶ They served as judges for the people at all times. The difficult cases they brought to Moses, but the simple ones they decided themselves.

²⁷ Then Moses sent his father-in-law on his way, and Jethro returned to his own country.  (Exodus 18: 13-27, NIV)

Serving leaders long for those who follow to not only learn what to do, but how to think for themselves. So, they ask powerful questions of those who follow and use this one to help develop their leadership capacity.  Serving leaders look at the question God asked Moses, “What is in your hand?” They first apply it to themselves by asking “What is in my hand?” Then, they reflect on what this question means for those who follow them and they also ask it of them.

 ² Then the Lord said to him, “What is that in your hand?” “A staff,” he replied. ³ The Lord said, “Throw it on the ground.” Moses threw it on the ground and it became a snake, and he ran from it. ⁴ Then the Lord said to him, “Reach out your hand and take it by the tail.” So Moses reached out and took hold of the snake and it turned back into a staff in his hand. ⁵ “This,” said the Lord, “is so that they may believe that the Lord, the God of their fathers—the God of Abraham, the God of Isaac and the God of Jacob—has appeared to you” (Exodus 4:2–5, NIV).

Serving leaders ask this question of their followers with three objectives.

Serving leaders ask “What is in your hand?“ to reveal potential.

In this story God saw the potential Moses had, but Moses did not! God does not give Moses a list of things He saw, but instead asks the question. He wants Moses to see the staff differently than before. Serving leaders ask the same question so that their followers will discover gifts that they have within themselves. They might need to ask several times or to add “What else do you have?” after some answers have been provided. Serving leaders desire for their followers to see that they are not simply “ordinary” persons, but individuals that have been created in a unique way for a specific purpose.

Serving leaders ask “What is in your hand?“ to release creativity.  

God was calling Moses to use his staff in a new way and his thinking needed to change. Serving leaders decide that instead of providing solutions to problems, they can serve better by asking someone, “What could you do to solve this problem?” or “How could you improve this process?” They develop people by asking the question until the creativity within begins to be revealed.

Serving leaders ask “What is in your hand?“ to resist dependency.  

All leaders are tempted to be the one with the answers. God certainly had answers for Moses! But God asked Moses the question to make him think. He wanted Moses to stretch his own thinking and not always depend on someone to tell him what to do. God chose to use what was in Moses’ hand instead of giving him something new. Serving leaders learn from Moses to ask “What is in your hand?” in ways that help followers become less dependent on the leader. This is a process of discipleship which may take a significant amount of time but gradually the serving leader helps the follower to be able to think on their own, to make decisions and take action. They serve by asking the question that forces the follower to see themselves as someone with answers. Serving leaders have answers but they often serve by asking questions instead of dispensing information.    

For further reflection and discussion:

• When I see potential in others do I tend to ignore it? Point it out? Or do I ask a question that allows them to discover it in themselves? Who can I ask this week, “What is in your hand?”
• How do I encourage creativity among those who follow me? Am I able to hold my ideas and answers in order to encourage others to think first and plan?
• Do I find my identity in providing answers to people’s questions? In what way does that impact my leadership?
• Over time, are people becoming more dependent or less dependent on my presence? What does this say about my heart to serve others?                 

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at another question serving leaders ask themselves, “How am I growing?”.

Leaders with a vision are always conscious of their need for resources to accomplish the vision. These resources may be finances, people, skills, or knowledge or other things. Leaders often begin the search for these resources outside themselves and begin to look around to meet the needs at hand. But serving leaders learn from the question God asked Moses, “What is that in your hand?”

² Then the Lord said to him, “What is that in your hand?” “A staff,” he replied. ³ The Lord said, “Throw it on the ground.” Moses threw it on the ground and it became a snake, and he ran from it. ⁴ Then the Lord said to him, “Reach out your hand and take it by the tail.” So Moses reached out and took hold of the snake and it turned back into a staff in his hand. ⁵ “This,” said the Lord, “is so that they may believe that the Lord, the God of their fathers—the God of Abraham, the God of Isaac and the God of Jacob—has appeared to you” (Exodus 4:2–5, NIV).

This exchange between God and Moses holds many insights for serving leaders and they do well to ask themselves the question, “What is in my hand?”

Serving leaders ask “What is in my hand?“ to discover resources.

Moses had a staff in his hand. It was an ordinary object that Moses walked with every day, but he did not even notice what it was. He may have assumed that everyone had a similar staff. But God asked him to notice what he had.

Serving leaders learn to ask themselves what they have at hand when they face a challenge or have a need. What experience do I bring to this situation? What resources do I have? Who do I know that could help? All of these questions allow resources to be discovered that might have been unnoticed. God took what Moses offered and used it to perform miracles.  Before looking beyond themselves for resources, serving leaders take a new look at what they already have. And as they offer these ordinary resources to God they find that they have enough!

Serving leaders ask “What is in my hand?“ to develop competence.

When the staff turned into a snake, Moses’ immediate response was to run away. But God asked him to pick the snake up, something Moses never dreamed he would be able to do. God wanted him to develop a new level of confidence and conquer his fear. Serving leaders ask “What is in my hand?” to stretch themselves to take on new tasks or responsibilities that they felt unprepared to do.

Serving leaders ask “What is in my hand?“ to diminish dependance.

Moses did not feel adequate for the task he was called to do. He felt that he was just a shepherd in the dessert with little to offer. He could have imagined that he needed much more than what was in his hand to lead. He saw himself as a person in need of a handout instead of having something to hand out. This sense of dependency cripples many leaders. But serving leaders look inward first. Before they ask “What do I need from you?” they ask “What’s in my hand that I can offer you?”  

For further reflection and discussion:

• Take 30 minutes to reflect on what is in your hand and write down your observations. What training, life experiences, financial resources, education, professional opportunities, etc. do you carry in your hand? What surprises you on your list that you did not previously see as a resource?
• What current situation seems challenging to me in my leadership? Reflect on what you have learned from Moses to apply to your own challenge. Are there things I have in my hand that could be used creatively to meet this challenge? Are there things I have previously experienced that can help me navigate this situation? Are there ways that God is inviting me to face my fears and develop competence in new areas?
• Do I tend to see myself as a person in need or a person who can help those in need? What impact does this have on my leadership?         

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at the same question serving leaders ask others, “What’s in Your Hand?”  

In the last series we learned from Moses how serving leaders transition well. Now, let’s examine the other side of that process, the beginning of a new role for Joshua, his successor. All leaders will experience times when they step into a new position of leadership responsibility or transition to a new organization or group. What does it look like to begin well? In this series we will examine at the ABC’s of beginning well from the life of Joshua: Acknowledge realities, Believe in God’s promises and Connect with people.

Leaders often begin roles with unrealistic expectations. They may expect it to be the best role ever or they may have doubts about their competence for the task. In either case serving leaders need to acknowledge the realities as Joshua did.

¹  After the death of Moses the servant of the LORD, the LORD said to Joshua son of Nun, Moses’ aide: ² “Moses my servant is dead. Now then, you and all these people, get ready to cross the Jordan River into the land I am about to give to them—to the Israelites. ³  I will give you every place where you set your foot, as I promised Moses (Joshua 1:1-3).

From Joshua serving leaders learn to acknowledge three realities as they begin new roles.

Acknowledge the past.

Joshua was reporting for duty in his new role.  The first thing that God speaks to him acknowledges the past, “Moses my servant is dead.” Ponder that for a moment. With five simple words God acknowledges the great leader that preceded Joshua. Moses walked through the Red Sea and met with God on Mount Sinai! It was a tough job for Joshua to follow in his footsteps. God did not want Joshua or serving leaders to ignore the past as they begin a new role.

Serving leaders acknowledge their own past. They bring their personal history into the new role. They acknowledge what they learned in the past from their mistakes and victories.

Serving leaders also acknowledge the past which belongs to the organization they are joining. They are eager to bring their own gifts and calling to the new role and to bring change, but before they seek to change the future, they acknowledge the past! If they have a predecessor, they seek to learn about what that person did and why they led in that way. They speak respectfully of those who came before them no matter what their performance.  Serving leaders acknowledge and learn from the past but they don’t dwell on it.

Acknowledge the present.

God moves quickly from the past to the present. “Now then, you….” Moses was gone and would not return. Joshua is now the leader of the people. God wants him to acknowledge this reality. Joshua needed to learn to see himself in a new way for the new role. He was no longer the assistant to the leader; he was now in charge! Serving leaders accept the mental change that needs to happen in a new role but not with pride or confidence in themselves. They acknowledge with humility and gratitude their new position of service.  

Acknowledge the task.

Then God reminds Joshua of the work ahead, “Now then…. get ready to cross the Jordan River into the land…” God had work for Joshua to do and it was a huge task, leading a nation of people into hostile territory.  God has a task for all serving leaders who begin new assignments or carry on at old ones. Serving leaders have roles because there is work that needs to be done to accomplish God’s purposes for a particular place and time. Serving leaders acknowledge that God has given them a place to serve to accomplish His task. They recognize that leadership is not about them but the great purpose of God. They begin well by acknowledging the realities of the past, the present and the task at hand.  

Until next time, yours on the journey,

Jon Byler

For further reflection and discussion:

(If you are not in a new role currently, consider how these questions apply to the place where you now serve.)

• What history do I need to acknowledge to serve well in my present role? How do I speak about those who came before me? Is my tendency to focus on the past too much or too little?
• Do I accept myself and the role in which I now serve? Is it easier for me to see myself less than or greater than I should see myself? What does this say about the condition of my heart? Take a moment to allow God to speak to you about the condition of your heart. Ask Him to bring to your mind ways that He wants you to bring yourself to your current role. 
• What is the task to which I am called? Is it clear to me how God intends for me to use my position of influence to advance His purpose in the group I serve? If not, what do I need to do to clarify this call? 

In the next issue, we will look at how leaders begin well by believing in God’s promises.   

Copyright, Center for Serving Leadership, 2020. 

We have looked at how Moses acknowledged the realities in his transition and how he blessed Joshua, his successor. In this final issue, we will look at how he cherished the relationships. The story tells us the profound impact of his death on the people. “The Israelites grieved for Moses in the plains of Moab thirty days, until the time of weeping and mourning was over” (Deuteronomy 34:8).

The death of Moses was a monumental event for the nation of Israel. Moses led them out of Egypt and for forty years in the desert. He was the only leader they had known and now he was gone! Their mourning demonstrated the depth of relationships that Moses had with the people.

In the thirty days of mourning they must have recalled the many stories of his leadership. They remembered how he confronted Pharaoh, parted the Red Sea, brought them the Ten Commandments, covered his shining face after being in God’s presence, constructed the tabernacle, and ordained Aaron. They told stories of the time he brought water from the rock, watched the earth swallow Dathan and Abiram, put up the bronze snake to save them from the plague and appointed 70 elders.

Moses’ transition reminds us all that leadership is ultimately about relationships. His leadership was not about how many people he led or how many years he led them. His influence was not measured in the distance he took them from Egypt to the border of the Promised Land. His leadership was measured by relationships. In transition, servant leaders learn to cherish all the relationships involved.

Cherish the relationships of those you have led. Moses loved the people he led. The entire book of Deuteronomy is his farewell address to the people for whom he was willing to give up his place in heaven (see Exodus 32:31,32). As he came to the end of his leadership journey, he took one chapter (Deuteronomy 33) to bless each of the tribes. Moses’ transition reveals the grieving of the loss of relationships that was required.

Servant leaders learn that a part of cherishing relationships is to release them. A transition in leadership requires a change of relationships and a releasing of those you have loved. A servant leader may be able to maintain friendships with people after they move on, but they acknowledge that they will no longer be their pastor, boss, manager or director. Servant leaders cherish these relationships but do not expect them to continue in the same way.

Cherish the relationship with those who will lead. We have already looked at the way Moses blessed Joshua, his successor as he laid hands on him in the presence of everyone. Earlier, Joshua was by his side as he sang his final song to the nation (Deuteronomy 32:44).

Moses honored this relationship and demonstrates to all servant leaders how to cherish the relationship with our successor. There can be some tension or awkwardness in the relationship with the one who follows you. But servant leaders honor their successor by refusing to listen to the questions or complaints of those they previously led. They graciously point others in the direction of the new leader.

Cherish the relationships of the future. Moses’ transition was a final departure from this world. He entered into a new realm of eternal relationships. But for most of us, our transition will lead us from leadership in one group or location to another. The time of mourning will one day be over as it was for Moses.

While servant leaders grieve the loss of relationships in a transition, they anticipate with joy the relationships of the future. Their heart to serve will lead them to new relationships. And as they pour their life and love into those new relationships, with time these relationships will become as rich and full as those they are leaving behind.

Servant leaders transition well. Whether they are going through a transition or preparing for one they learn from Moses to acknowledge the realities, bless their successor and cherish relationships.

Until next time, yours on the journey,

Jon Byler

For further reflection and discussion:

• In the transitions I have observed, how have I seen leaders doing well at cherishing relationships? How have I seen relationships handled poorly?   
• In previous transitions in my leadership, how well have I done at cherishing relationships? What was the result?
• In my current role, what do I need to do today to cherish the relationships God has entrusted to me?
  
  

In the last issue we looked at how Moses accepted the realities of his transition. Now, let’s turn our attention to Joshua, his successor.

“⁹Now Joshua son of Nun was filled with the spirit of wisdom because Moses had laid his hands on him. So the Israelites listened to him and did what the LORD had commanded Moses. ¹⁰Since then, no prophet has risen in Israel like Moses, whom the LORD knew face to face, ¹¹who did all those signs and wonders the LORD sent him to do in Egypt—to Pharaoh and to all his officials and to his whole land. ¹²For no one has ever shown the mighty power or performed the awesome deeds that Moses did in the sight of all Israel” (Deuteronomy 34:9-12).

Moses blessed Joshua in several ways and shows all servant leaders how to bless their successor when they transition.

Prepare them well. Joshua was “filled with the spirit of wisdom.” This came after years of investment and preparation by Moses in his life. Moses shared responsibilities with Joshua. He provided opportunities for Joshua to encounter God and mingle with other national leaders. Joshua was able to gain experience in battle, make mistakes, and much more. When it was time for transition, Moses had already prepared Joshua well.

Servant leaders don’t wait for transition to invest in the lives of other leaders, it’s a part of their heart to see others succeed. They bless their successor by preparing them well. In situations where the leader does not have the privilege of choosing their successor, they do their best to hand over in a way that allows their successor to succeed. And they do all they can to prepare the people to receive the new leader.

Commission them well. Moses “laid hands on him.” This symbolic act was a significant part of Moses’ transition process. By laying his hands on Joshua, Moses publicly acknowledged that he was no longer the leader. His hands blessed Joshua to succeed him as he transferred his leadership authority. The outcome was beautiful, “the Israelites listened to him and did what the LORD had commanded Moses.”

When servant leaders transition well, God’s work continues without interruption. Servant leaders don’t quietly exit their roles. They openly bless the new leader and seek to transfer to him or her the trust and influence they have worked hard to develop. Publicly and privately they do all they can to ensure the success of their successor.

Leave them well. The final gift that Moses gave to Joshua was to disappear from the scene! He didn’t stay around to evaluate Joshua’s effectiveness or to point out mistakes. He left! Servant leaders transition well by leaving when their time finishes. Servant leaders don’t need to die to leave well! But they let their ego die and make sure they get out of the way of the new leader. They make it clear that they will no longer serve in their former role. When possible and appropriate, they provide physical distance of space and time to allow the new leader to pick up responsibilities without their interference.

Obviously, there may be times when a transition involves a gradual transfer of power and the transitioning leader continues to provide some form of mentoring or coaching to the new leader. This can be a healthy transition. But there will always be a time when staying longer does more harm than good! Servant leaders are willing to leave and let others pick up their role.

Servant leaders long for the success of the group they lead. So, they prepare successors long before their transition. And when it is time to transition, they bless them with good preparation and public commissioning. Then they get out of the way!

Until next time, yours on the journey,

Jon Byler

For further reflection and discussion:

• In transitions I have observed how have I seen leaders doing well at blessing their successor? How have I seen a lack of blessing for successors? What were the long-term results? 
• In previous transitions in my leadership how well have I done at blessing my successor?
• In my current role, what do I need to do today to best prepare for another person to succeed me?

In the next issue, we’ll examine the “C” in the ABC’s of transitioning well:

Acknowledge the Realities

Bless the Successor

Cherish the Relationships.

Every leader will sooner or later come to a time of a change of leadership. This transition may happen by choice, circumstances, God’s call, or simply the passing of time. So, all leaders are either coming from a transition, working on a current transition, or laying the foundation for a future transition!

As I write, I’m facing a significant transition in my own leadership. So perhaps I’m writing this for my own benefit, but I invite you to discover with me how servant leaders transition. We’ll examine the final transition of Moses’ life where he models the ABC’s of transition: Acknowledge the Realities, Bless the Successor, and Cherish the Relationships.

“¹Then Moses climbed Mount Nebo from the plains of Moab to the top of Pisgah, across from Jericho. There the LORD showed him the whole land—from Gilead to Dan, …. ⁴Then the LORD said to him, “This is the land I promised on oath to Abraham, Isaac and Jacob when I said, ‘I will give it to your descendants.’ I have let you see it with your eyes, but you will not cross over into it.” ⁵And Moses the servant of the LORD died there in Moab, as the LORD had said. ⁶He buried him in Moab, in the valley opposite Beth Peor, but to this day no one knows where his grave is. ⁷Moses was a hundred and twenty years old when he died, yet his eyes were not weak nor his strength gone.  The Israelites grieved for Moses in the plains of Moab thirty days, until the time of weeping and mourning was over” (Deuteronomy 34:1, 4-8).

One moment Moses was a great leader of an entire nation. The next moment he transitioned to his eternal reward. The first thing servant leaders can learn from his transition is to acknowledge three realities.

Acknowledge the reality of what has been done. Moses had led the nation through some very difficult times. I’m sure as he climbed slowly up the mountain he reflected on the parting of the Red Sea, the 10 Commandments, the water from the rock, and other highlights of his 40 years of leadership. Much had been done.

Servant leaders acknowledge with gratitude to God all that has been accomplished. And when they have led well, much has been done. They are not proud of themselves but are able to celebrate the reality of what God has done!

Acknowledge the reality of what remains undone. God provided Moses with a glimpse of the land promised to his people. I can feel Moses’ pain as he heard God’s words, “You will not cross over into it.” For years Moses had kept the vision alive but now he was leaving, and much was undone.

When servant leaders face transition, they acknowledge that there are things which remain undone. Whether that is because of their own mistakes (as it was with Moses) or simply because the time has come to transition, they accept the reality that much remains undone. They understand that God’s vision is always greater than their own leadership and some aspects will not be achieved before they transition.

Acknowledge the reality of what will be done. As Moses scanned the land of Israel, he could see what would happen after he was gone. Another leader would do what he had not!

This painful reality is not easy for any leader to accept. Some leaders don’t acknowledge the reality that they are growing old! Or that they have done all they can do for the organization. Or that others are needed to step in with new gifts to breathe new life into the vision. But servant leaders learn from Moses to acknowledge this reality when it is time for transition.

Servant leaders in transition celebrate what has been done while acknowledging that God will use another leader to accomplish what remains undone. They acknowledge these realities as they follow God’s direction in transition. They cry out to God to guard their hearts against pride, jealously, or a sense of failure. They are willing to keep serving in the place to which God will lead them.

Until next time, yours on the journey,

Jon Byler

For further reflection and discussion:

• In transitions I have observed, how have I seen leaders doing well at acknowledging the realities? How have I seen them not acknowledge realities?     
• In previous transitions in my leadership, how well have I acknowledged what has been done, what remains to be done and what will be done?
• In my current role, what do I need to do today to best prepare to transition well?

In the next issue, we’ll look at the “B” in the ABC’s of transitioning well:

Acknowledge the Realities

Bless the Successor

Cherish the Relationships