Vision, a compelling view of the future, is an essential ingredient in a culture that has energy, alignment, resilience and impact—a flourishing culture. In the last issue we examined how Jesus modeled servant leadership in ways that brought flourishing to His world. Now, we’ll shift to how He used a clear vision to produce flourishing among His followers—and how that dynamic shapes healthy cultures today.

Jesus continually shared His vision for the future throughout His ministry, most clearly as He spoke of the rule and reign of God in the world—the kingdom of God. Perhaps the simplest expression of this vision was the phrase He encouraged the disciples to pray, 

“…Your kingdom come, your will be done, on earth as it is in heaven.”  (Matthew 6:10, NIV).

Imagine a world in which God’s will is done as it is in heaven! This is an amazing thought, nearly beyond our ability to imagine. The vision Jesus shared provided motivation for the disciples to flourish as leaders.  By incorporating this phrase into the model prayer, Jesus ensured that it would be repeated often by His followers—continuing to shape and motivate us more than 2,000 years after He spoke it. We learn from Him the power of a clear vision.

Vision clarity brings flourishing by providing purpose.

The vision of a world that was more fully aligned with heaven provided purpose to the work the disciples were called to do. As they visited towns and villages and later took the message to the world, they were keenly aware that their daily actions were a part of something far larger than themselves. Their work had meaning.

Humans are designed to need purpose in their lives. We all want to be a part of something that is bigger than ourselves, something that stirs commitment inside of us. A clear vision meets this need by providing purpose.

Some leaders rely primarily on compensation to motivate their teams and do little to call others to a powerful vision. But serving leaders create a compelling vision for their organization. They recognize that every organization exists to bring good to the world and to make the world a better place in some way. Then, they ensure that every person in the organization understands how their work helps accomplish that purpose. This can be as simple as a question: “Do you realize that what you are doing helps us reach the vision?”

Vision clarity brings flourishing by stirring passion.  

The vision of Jesus was so big that it stirred passion in the lives of the disciples. They willingly gave time and energy to bring the vision to reality. A clear vision that is compelling and exciting causes people to come to life by igniting their passion.

Some leaders offer their teams a vision of profitability or market dominance. While important, these goals alone are rarely large enough to stir passion on the team. But serving leaders stir passion in their followers by inspiring hope that together they can accomplish the nearly impossible dream.

Vision clarity brings flourishing by encouraging perseverance.

Jesus knew there would be a high cost to accomplish the vision and shared this often. He would die for it along with several of the disciples. All would suffer greatly. But a compelling vision encourages perseverance. The vision is worth the pain and cost that it requires to accomplish.

Some leaders expect their followers to persevere simply to keep their jobs. But serving leaders remind their followers that accomplishing the vision is worth the cost.

The vision Jesus shared energized ordinary men into passionate champions of His cause. He calls each of us to do the same in the arena in which we lead and serve.

For further reflection and discussion:

Reflect on your own leadership journey in relation to this element, clarifying vision for your organization. On a scale of 1-10 (10 is perfect) how would you rate your own effectiveness in keeping the vision clear and in front of those you serve? 

If the vision of Jesus is to bring God’s will to the earth, what specific part of that does my organization exist to fulfill? How does my organization make the world a better place? Does our current vision statement express this well? If not, what can I do to improve it?

What do I do as a leader to connect the work of each person I lead to the vision? What additional step can I take in my next conversation with someone on my team?

Is the vision I share for my organization large enough to inspire passion in people? What more can I do as a leader to connect their hearts with the vision?

In addition to the scripture used in this issue, reflect on the following verses from the life of Jesus:   Matthew 10:5-8, 19:28-30, 25:31-46, 28:18-20; Mark 14:60-62; Luke 17:20-21, 21:12-19; and John 16:33. What additional insights related to vision do you find?   

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine the next element of a flourishing culture: Values Alignment

The apostle Paul is a model leader in so many ways. In this series, we’ll examine how Paul’s leadership is an example of the Five Actions of Serving Leadership (*see note). The first of the five actions is Run to Great Purpose which calls every organization to pursue a great purpose (or vision) that makes a difference in the world. God created the world with purpose and every person intuitively seeks to find meaning and purpose in what they do.  Great leadership begins with a compelling purpose.

Paul’s great purpose was defined for him at the point of his first encounter with Jesus.

¹⁵ “Then I asked, ‘Who are you, Lord?’ “ ‘I am Jesus, whom you are persecuting,’ the Lord replied. ¹⁶ ‘Now get up and stand on your feet. I have appeared to you to appoint you as a servant and as a witness of what you have seen and will see of me. ¹⁷ I will rescue you from your own people and from the Gentiles. I am sending you to them ¹⁸ to open their eyes and turn them from darkness to light, and from the power of Satan to God, so that they may receive forgiveness of sins and a place among those who are sanctified by faith in me’ (Acts 26:15-18, NIV).

Paul’s life shows us that great leadership begins with a compelling purpose.  

Paul clarified his great purpose.  

Paul’s vision was very clear, he was called to bring the message of Jesus to others, especially the Gentiles, allowing them to experience forgiveness and reconciliation with God. He devoted his life towards this great purpose—planting church movements throughout the Roman world, breaking down the barriers between Jews and Gentiles. Some leaders assume that the purpose of their organization is obvious or that it is nothing more than making money. But serving leaders take time to reflect deeply on the purpose of their organization and define it in clear and compelling language so that everyone will find meaning.

Paul raised his great purpose high.

Often during Paul’s missionary journeys and writings he referred to his great purpose or vision. As he trained and mentored other leaders like Timothy and Titus, he often reminded them of the vision. He lifted it high so that everyone would understand what they were doing and why. As a team, the vision was so compelling that they were able to endure persecutions, hardships, and many challenges without giving up. Some leaders focus on getting their team to produce results, but serving leaders focus on getting their team to recognize why their work matters. Their work matters because the vision matters.  

Paul embedded his great purpose throughout his team.

Paul ensured the great purpose was embedded in the lives and behaviors of everyone on his team. He trained and equipped church leaders who carried the same vision. He planted churches with the intent that they would carry out the vision in their own region. He wrote letters to them reminding them of the high calling that they had to be the representatives of Christ in their location. He was passionate about the vision enduring long after he was gone.

Some leaders put their vision in writing and post it on the wall or in corporate documents. But serving leaders don’t just post their vision on the wall, they embed it in the hearts of their people.

For further reflection and discussion:

Paul’s purpose was defined for him by God. What difference did this make in how he lived and led? Are there dangers in creating my own vision?

How clear and compelling is my own great purpose/vision? Have I worked to articulate the purpose of my organization in a way that captures the hearts of those who are on my team? If not, when will I work on this?

What have I done with my team to inspire passion for what they are doing? Why should they care about what they are doing? What can I do this week to strengthen our team in this area?

Have I embedded the great purpose so deeply in our organization that if I was no longer the leader, I am sure that the vision would continue? If not, what needs to change in my leadership? 

In addition to the scriptures used in this issue, read and reflect on how the following passages also illustrate how Paul acted to Run to Great Purpose:   Acts 9:15-16; 26:15-20; 2 Corinthians 10:16; Romans 15:18-21; Ephesians 3:2-11; 1 Timothy 3:14-16; 6:11-16; 2 Timothy 1:7-14; 2:8-10; Titus 2:11-15

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how Paul used values to shape his 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.

Serving Leaders Produce a Thriving World: They Shape the Vision

 September 18, 2024

Snippet:  Reflections for Serving Leaders, latest issue

Serving leadership works! Serving leadership produces environments where people come to life, find meaning and purpose, and bring their best selves to the mission of the organization. Everything, even the bottom line, improves and thrives as a result!

The biblical foundation for serving leadership, and The Serving Leader Model®, is found in Paul’s vision for the church.

¹¹ So Christ himself gave the apostles, the prophets, the evangelists, the pastors and teachers, ¹² to equip his people for works of service, so that the body of Christ may be built up ¹³ until we all reach unity in the faith and in the knowledge of the Son of God and become mature, attaining to the whole measure of the fullness of Christ. ¹⁴ Then we will no longer be infants, tossed back and forth by the waves, and blown here and there by every wind of teaching and by the cunning and craftiness of people in their deceitful scheming. ¹⁵ Instead, speaking the truth in love, we will grow to become in every respect the mature body of him who is the head, that is, Christ. ¹⁶ From him the whole body, joined and held together by every supporting ligament, grows and builds itself up in love, as each part does its work (Ephesians 4:11-16).  

The serving leadership principles outlined by Paul in this passage produce a thriving church and will also produce a thriving workplace because they are based on God’s design for the universe! In this series, we’ll look at five actions serving leaders take. First, in this issue, the shaping of vision. The Serving Leader Model® calls this “Run to Great Purpose”. Vision addresses the question, “Why do we exist and why does it matter?”  

Serving leaders shape the vision by identifying purpose.    

Paul invites his readers to see the purpose of where they are going. “…until we all reach unity…we will grow to become in every respect the mature body of him who is the head, that is, Christ.” As he describes this vision he gives meaning and purpose to all that they are doing.  

Some leaders focus on the tasks people need to do and push for completion of the tasks without articulating a higher purpose. But serving leaders connect the work to a higher purpose. They clarify the purpose and share it with everyone in the organization. This does not mean that they must create a new or different vision from a previous leader but they do ensure that it is clearly identified.  

Serving leaders shape the vision by raising purpose high.

Some leaders put a purpose statement on their official documents but never refer to it again. But serving leaders work continually to keep it in front of the people they serve. They talk about it; they share stories that connect with the purpose. Serving leaders help people thrive by continually keeping the vision in front of the entire team.  

Serving leaders shape the vision by embedding purpose.

Some leaders talk about their vision but don’t deliberately get the vision embedded into the systems of the organization. But serving leaders keep working until every aspect of the organization is infused with purpose. This includes all the internal systems. Serving leaders ensure that vision is used when bringing new people to the team; they use the great purpose to evaluate individual and team performance and they use their purpose to make financial decisions. They recognize that where purpose is clearly identified, continually shared and embedded throughout the organization people thrive!

For further reflection and discussion:

-Reflect on your own leadership in the area of vision/purpose. How effectively does my leadership shape the vision of my organization? How does my leadership in this area impact the thriving of our team?

-Do we have a clearly defined vision? If so, what can I do this week to raise it higher? If not, what process will I follow to develop one?  (Use the Vision Discovery tool below to assist you in this process.

-How well is our vision embedded into all our internal systems? What is one step we can take to include vision in our internal training?

-Read again the scripture above (Ephesians 4:11-16) considering your organization in the area of vision or great purpose. What is one step you can take this week to improve?           

Until next time, yours on the journey,

Jon Byler

Click here for a resource from Center for Serving Leadership to help you in this area: Vision Discovery Tool

In the next issue, we’ll look at how serving leaders create thriving by setting the values.  

The vision of Nehemiah to rebuild the wall required a variety of strengths to accomplish. Nehemiah recognized that he did not have all the strengths needed to accomplish the task—he needed a team. He was a great leader but Nehemiah was not capable of doing all that was needed for the building of the wall and community. This included casting vision, strategic thinking, administration, craftsmanship, technical skills, teaching, etc. Serving leaders recognize that there’s no such thing as a well-rounded leader, but there are well-rounded teams. Nehemiah models how serving leaders build teams based on strengths.   

Serving Leaders Build on Strength by acknowledging different roles    

The physical rebuilding needed people who could carry stones, those who were capable of doing masonry work, others skilled in timber and iron construction for the doors, etc. Beyond the construction of the wall, the story of his leadership also demonstrates a wide variety of tasks and roles including goldsmiths and merchants (3:31), guards (4:16), those who blew the trumpet (4:18), messengers (6:3), musicians (7:1, 12:27), keepers of the storerooms, gatekeepers (7:1; 11:21), leaders in charge of different areas (7:2, 70; 11:1, 11;  12:7-8; 15:16), teachers (8:4-8), temple servants (11:21), and priests and Levites (12:1-7). Nehemiah acknowledged all these roles as necessary for achieving the vision. The people doing menial tasks were as essential to the work as the person blowing the trumpet.  

Some leaders see their leadership role as critical but don’t appreciate the person who answers the phone or the one who cleans the floor. But serving leaders recognize that all tasks, even the menial ones, are vital to accomplishing the vision.  They verbally appreciate the role of each member of the team and acknowledge that the different strengths are all necessary.    

Serving Leaders Build on Strength by aligning work with passion  

In the building of the wall there were certainly times when people worked in areas outside of their strength. The job needed to be done! But Nehemiah also deliberately assigned tasks that would align with passion.  One example, “Above the Horse Gate, the priests made repairs, each in front of his own house” (Nehemiah 3:28, NIV). 

Nehemiah strategically placed people to build the wall that was close to their own homes. He knew that they would be more energized to do the work that was near to their heart! He was aligning their work with their passion. Some leaders assign tasks with little thought to whether the person will enjoy doing the work. But serving leaders look not only at ability for a task but passion. They recognize that someone may be very capable of performing a role, but not energized by doing it. Serving leaders look for ability combined with passion.  

Serving Leaders Build on Strength by applauding joint success  

Nehemiah worked hard and the wall was finally completed. Then they celebrated!  

At the dedication of the wall of Jerusalem, the Levites were sought out from where they lived and were brought to Jerusalem to celebrate joyfully the dedication with songs of thanksgiving and with the music of cymbals, harps and lyres (Nehemiah 12:27). The celebration included two choirs marching around the wall in different directions with sounds that were heard “far away”! Nehemiah applauded the work that the entire community had accomplished.  

Some leaders focus on the work, but never pause to celebrate. Or they focus on an individual accomplishment without acknowledging the work of the team. But serving leaders applaud success and find ways to celebrate the accomplishments of individuals and the team.  

For further reflection and discussion:  

• How well do I know my own strengths and passions? Am I working to focus more of my time and energy on the things I do especially well?  
• Do I see the tasks of each person, especially the menial ones, as vital to the success of our team? What have I done this week to affirm the value that each one brings to our team? 
• When I see someone on my team doing a task well, do I assume that they have passion for that work, or do I inquire about their passion? Ask one or two of them, “If you do this all day long, do you go home energized or drained?” What do I learn from their response? How can I better align my team around passions? 
• How well does our team celebrate success? What have we done recently that should be celebrated? What do I need to do to ensure that we have the celebration?   

• Read the story of Nehemiah and reflect on other ways that he demonstrated this action, Build on Strength. Especially reflect on the story of their celebration in chapter 12. 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’s leadership empowered others and prepared for succession.  

Finally, as a free gift to you, Click Here to download one tool to help you put this action into practice in your organization.  

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

The Five Actions of Serving Leadership recognized and taught by Dr. John Stahl-Wert are universal actions that every great serving leader uses to build high performing teams. These actions work in every sphere of society and in all types of organizations.

In this series we’ll look at how Nehemiah demonstrated these five actions in rebuilding the wall in Jerusalem. The first action, Run to Great Purpose, focuses on clarifying and embedding the great purpose, or vision, into the organization.  Nehemiah developed a great purpose as he listened to the report of those who came from Jerusalem and spent time in prayer.   

³ They said to me, “Those who survived the exile and are back in the province are in great trouble and disgrace. The wall of Jerusalem is broken down, and its gates have been burned with fire.” ⁴ When I heard these things, I sat down and wept. For some days I mourned and fasted and prayed before the God of heaven. ⁵ Then I said:…. ⁸ “Remember the instruction you gave your servant Moses, saying,…. I will gather them from there and bring them to the place I have chosen as a dwelling for my Name’ (Nehemiah 1:3-8, portions, NIV).

Later, when Nehemiah traveled to Jerusalem, he spoke these words to the people:

Then I said to them, “You see the trouble we are in: Jerusalem lies in ruins, and its gates have been burned with fire. Come, let us rebuild the wall of Jerusalem, and we will no longer be in disgrace. (Nehemiah 2:17)

Nehemiah models how serving leaders Run to Great Purpose.

Serving Leaders Run to Great Purpose by addressing the importance.

Nehemiah mourned and wept over the condition of Jerusalem and was convinced that rebuilding the wall would make a significant difference for the nation. The broken wall was a sign of “trouble and disgrace” and God had promised to gather people in Jerusalem around His temple. Nehemiah’s vision to build the wall was inspired by issues that would make a difference in the world.  The vision was not about bricks and mortar, it was about removing disgrace and recapturing God’s purpose for the city. Some leaders fail to tie daily activities to a greater purpose. But serving leaders create a compelling vision that provides meaning for every aspect of the work.  Nehemiah might have said it this way: “You’re not just putting stones on top of each other, you are removing disgrace and restoring this city to its destiny!”

Serving Leaders Run to Great Purpose by articulating the need.

When Nehemiah addressed the people, his first words articulated the need of the moment, “You see the trouble we are in…”  There was a need for a wall, but the people had become so accustomed to walking past piles of rubble that they didn’t notice the need until Nehemiah pointed it out. Every organization exists to meet a need in the world. Some leaders fail to make the connection between the everyday activities of people and the need. But serving leaders articulate the need and connect it to the great purpose.

Serving Leaders Run to Great Purpose by appealing to emotion.

In his appeal Nehemiah says, Come, let us rebuild the wall of Jerusalem, and we will no longer be in disgrace.  As he mentions disgrace Nehemiah is appealing to their hearts and emotion. He recognized that until peoples’ emotions were engaged, they would not devote themselves to the hard work of building the wall. This is not an emotional plea, but an appeal to the emotions. Some leaders deliberately avoid emotions and assume that work is all about the task. But serving leaders recognize that emotions are a key factor in motivation. They find ways to touch the hearts of the people they serve and connect their emotion to the great purpose.  

For further reflection and discussion:

• What is the great purpose of my organization? Is it clearly stated and understood by everyone? Does the work of every person in the organization help us accomplish that great purpose? How do I communicate with every person how their actions help us accomplish the great purpose?
• What need does my organization meet? What difference would it make if we were not in existence? Have I deliberately articulated that to everyone in the organization?
• Do I see emotions as important for the work we do as an organization or have I viewed emotions with suspicion? What difference does this make in my leadership? How can I deliberately link an individuals work with their emotions?
• Read the entire story of Nehemiah and reflect on other ways that he demonstrated this action, Run to Great Purpose. 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 look at how Nehemiah used values in his leadership.

Finally, as a free gift to you, click here to download one tool to help you put this action into practice in your organization. For more information about The Five Actions of Serving Leadership read the book, The Serving Leader, or visit www.CenterforServingLeadership.com.

Serving leaders don’t avoid authority, they use it to serve! They welcome authority as a way to build others up, move the organization in the direction it needs to go, etc. Paul, as we saw in the last issue, used authority to build others up. Now, let’s reflect on a short statement he made which is packed with leadership insights about authority.  

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

Paul boldly and unapologetically calls the believers at Corinth to follow his example! He is using his authority to spur them on in the direction they need to go. He is serving by using authority and his statement provides several insights into how serving leaders use authority.  

Using authority involves modeling.

“Follow my example, as I follow….” Paul makes it very clear that he is not asking others to do something that he is now willing to do. He is calling them to do what they have seen him doing. He models to his followers what he asks them to do. He models being under authority before exercising authority. He is a follower before he is a leader. Some leaders give directions but don’t model what they ask others to do. Serving leaders first show the way and then call others to follow. This compels serving leaders to first examine their own lives before they call others to follow. They recognize that they need to model the values, mission and purpose of the organization they lead before they can boldly ask others to follow. Where they fall short, they acknowledge their failure and seek to improve. Then, they are not ashamed to tell others, “Live and work like I do!” Serving leaders model the way before using their authority to ask others to follow. They serve others by modeling the way.

Using authority implies direction.

Paul, in these few words was clearly using his authority to providing direction to those who followed him.  “Follow my example…” He is not ashamed to set the standards of what he expects from his followers. As he does this, he brings focus and clarity to the direction he is calling people to go. Some leaders are reluctant to point others in a clear direction. They feel that serving others means moving only when everyone agrees. Leaders who seek consensus from everyone often cannot move forward. Serving leaders understand that their authority is given to them for the purpose of setting direction. They gladly seek input and counsel from their team but they do not hesitate to clearly articulate the direction needed. They serve the mission of the organization by clearly pointing out the direction which is needed.   

Using authority inspires action.

Leadership involves getting things done, using authority to help people move in the desired direction.  Paul’s instruction here is a clear call to action for the believers in Corinth. He sets the example with his own life. He points out the direction that movement is needed. As he serves with these leadership actions he inspires action from the followers.

Paul’s instruction here can be lost in the context of his showing an example, but he says “Follow” as a command, an instruction. It is a call to action, to movement in a direction.

Some leaders use their position to call people to action. They use the power of a paycheck or other incentives to help people act. But serving leaders use their authority to inspire others to act. As serving leaders model the way and clarify direction, they inspire action! Those who follow understand what is expected of them and they are motivated to move forward. A serving leader is in charge to charge others up! They serve by inspiring action from others.

For further reflection and discussion:

• How well do I model the purpose, values and mission of the organization I lead? How does this impact my ability to serve my team? Can I say with confidence, “Follow my example”?
• How effectively do I use my authority to provide direction to those that I serve? Am I more inclined to lead only when there is consensus or to lead without consulting others? What can I do to strengthen the clarity of direction needed in my organization?
• How well does my leadership inspire others to act? Are there ways that I use my leadership authority to force others to act rather than inspire them to act?                     

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how serving leaders release authority.

So far Nehemiah’s leadership has been mostly thinking, dreaming and talking. All of this was necessary but the vision was to rebuild the wall around Jerusalem. Nehemiah’s vision was developed and communicated to the people with one objective, to motivate them to work on the wall. Walls are built of stones that need to be wrestled into place with hard work. The story confirms, “So they began this good work” (Nehemiah 2:18). Chapter 3 provides the details of who did the work and the way it was accomplished. From this chapter we can learn from Nehemiah how servant leaders make the vision work.

Visions work when each person does their part.

The people of Jerusalem had walked past the piles of stones for months and saw the need for building the wall but it was a massive task. Nehemiah’s plan was to build the wall in sections and when the work was divided into parts in this way it suddenly looked achievable to everyone. Chapter three is filled with accounts of what each person or group accomplished, some completed as much as 500 yards (see 3:13). Great leaders, like Nehemiah, not only see the end result, but are able to see the parts that are necessary to accomplish the whole. They can look at the individuals in the group and see what part God has given them to accomplish. They energize the group by communicating the big picture, but they divide the tasks into manageable parts to get people to work.

Visions work when each person uses their gift.

While there doesn’t seem to be a lot of variety in the skills needed to build a wall, Nehemiah found ways to assign tasks in a way that encouraged people to use their own gifts, passions and interests. No less than six times chapter three mentions that someone was building the wall in front of, or beside, or opposite his own house or living quarters. Why is this mentioned? People naturally work best when they have a personal interest at stake and have passion for what they are doing. Effective leaders identify the passions and gifts of those they lead and align the work with the worker as much as possible. Servant leaders recognize that people are not robots for mass production. They understand that each one was created uniquely by God for a special task with special gifts and interests. The role of the servant leader is not just to get the work done but to help each person find the right place for their unique gifts to be expressed. This is not encouraging selfishness but simply recognizing that people will work best when they have a reason to be motivated. They lead in ways that allow individuals to express their own uniqueness in skills, gifts and personality.

Visions work when each person builds the team.

In nearly every section of the wall Nehemiah mentions a group of people working together, not individuals. In many cases these teams were family units or people from the same locations. Teams of people worked together to build the wall. The role of Nehemiah was to find ways to group people together in teams, give them a specific assignment, encourage them in their work and ensure that all the smaller teams were working together to accomplish the overall vision. Like all servant leaders, he realized that teamwork will make the dream work. He recognized that God’s plan is for each person to be a part of the team and together accomplish much more than any individual alone can achieve. His message was to them and to us, “Together, we can do this!”

Every vision requires a lot of work. But Nehemiah’s example shows us how the work can be transformed from an inevitable burden to an exciting step each person can take to see the vision become reality. One brick at a time the work was done and the wall was built. Let’s go to work!

For further reflection and discussion:

• How well do you do as a leader in seeing the ‘parts’ needed to make the vision a reality? Are you stronger at communicating the big picture or the parts? What changes do you need to make to be more balanced in this area?
• Think about the people you lead. What are the unique gifts and abilities of each member of the team? How well is their work aligned with their passion? What motivates each person? Do your incentives to them reflect their individual personalities? (Your incentives may be money, but just as often may be other things that you offer them which are highly motivating to them. Time off, public praise, a written note of encouragement, are just a few of the ways people are motivated.)
• Reflect on the teams you lead. Are they put together in ways that encourage synergy? Are they working effectively as a group? Does each team recognize their contribution to the whole? What changes need to be made for your teams to work more effectively together?

We’ve looked at Moses’ leadership from many different perspectives as he led through some victories and also tough times. But hidden in the chapters of specific incidents about which we read I find the greatest challenge Moses faced: leading in between. Think about it, for forty years Moses led the nation of Israel around and around in the desert waiting for everyone from that generation to die. They had left the past behind, but the dream of the future was still a distant goal. It was leadership going nowhere except to funerals! By the most conservative estimates, one million people died during those 40 years. That’s about 68 funerals a day! I like baptisms, child dedications, new members’ classes, weddings, sales parties, etc. They are signs of growth and moving forward. But what leader likes funerals or leading when the goal is far in the future?

While Moses’ situation was extremely unusual, there may be times when we are called to lead when the way forward is not clear or the usual marks of progress are not available. It was not Moses’ fault that they would not reach the promised land and it was not a result of poor leadership. When we find ourselves in that desert experience what can we learn from Moses about how servant leaders deal with these periods?

Surrender your own dreams.

When he began leading Moses at least had something to look forward to accomplish, he was going to lead a nation into a new land. That’s enough to get any leader’s adrenaline moving! Moses anticipated a couple months journey through the desert. Instead, he got forty years of in between leadership. To keep leading, Moses had to surrender his own dreams of grand success. There are no awards, no prizes, no coveted speaking engagements for those who lead in the desert. Desert leadership is not fun! Moses could not have lead in this desert before he first had his own desert training. Death to self is required before anyone can do this and only servant leaders are willing to sign up for these jobs!

Keep people moving.

For forty years, Moses kept people moving. Some of it was practical; they had to find new places for water and graves! But I think Moses also realized that even in the desert places of life, people need direction and they need leaders that motivate them to keep moving. I would be tempted to find a shade tree and wait for the next generation! But Moses, day after day, sounded the call to pack up move on.

Focus on the eternal.

What kept Moses going all these years? Certainly it wasn’t the direction they were going or the desire to achieve great things. It wasn’t the hope of a promotion or increased salary. As I reflect on what kept him going I conclude that when all the external things leaders look for were stripped away, Moses was left with the most important, his relationship with the One who called him. He was able to look past the funerals, past the complaints, past the sand in his tent and keep eternity in perspective.

“He was looking ahead to his reward.” (Hebrews 11:26) His focus on the eternal allowed him to persevere through the desert and remain effective as a leader.

As I reflect on Moses’ leadership in the desert, I want to honor those among us whom God has called to lead in places that may seem to not have the recognition and honor of coveted leadership positions. I salute those who work behind the scenes, those who are serving daily to make someone else’s dream come true, those who are called to lead others through a transition and then fade into the background, the interim pastors and small business owners. May God put your names close to Moses’ in His hall of fame!

The background reading for this issue is: Numbers 33

For further reflection and discussion:

• In what way is my present leadership ‘in between’ the past and the future?
• What are the things to which I must die to be able to lead people through a time with no visible progress?
• How can I motivate people to keep moving, when the ultimate goal seems out of reach?
• What can I do today that will help me focus on the eternal rather than my current situation?

In previous issues we examined how Nehemiah saw God’s vision for the people and how he took time to allow the vision to be shaped. Finally, we can learn from his example how to share the vision with others. Notice again how he communicated, “Then I said to them, ‘You see the trouble we are in: Jerusalem lies in ruins, and its gates have been burned with fire. Come, let us rebuild the wall of Jerusalem, and we will no longer be in disgrace.’ I also told them about the gracious hand of my God upon me and what the king had said to me. They replied, ‘Let us start rebuilding.’ So they began this good work.” (Ne 2:17-18) What can we learn from Nehemiah about how to share the vision with others?

Identify the need.

“You see the trouble we are in: Jerusalem lies in ruins, and its gates have been burned with fire. Nehemiah took time to clearly identify the need. This need should have been obvious to the people as they daily walked around the fallen stones that had once been a wall but they learned to see their environment as normal. What are people in your organization seeing as ‘normal’ that they should not accept? As leaders share vision they remind people of needs. What are the needs in your organization that will be met by the vision?

Commit yourself.

Notice what Nehemiah said, “You see the trouble we are in.” He didn’t say, “See the trouble you are in.” A good leader is always able to identify himself with the problem and commit himself to the appropriate action. Don’t call people to a work that you are not willing to do! Don’t lead people where you don’t feel that you also have a need. Make sure you use ‘we’ when you share the vision.

Call people to action.

Nehemiah boldly called people to action, “Come, let’s rebuild the wall…” This is risky! What if people don’t follow? There is risk involved in leading change, but one thing is sure: if you don’t call for action, there will be none! Servant leaders can boldly call people to action since they are confident that the vision has come from God and it is a part of His purposes for the people.

Motivate others.

I also told them about the gracious hand of my God upon me and what the king had said to me. What was Nehemiah doing when he said this? He was sharing a story that provided additional motivation for people to move forward. Leaders find ways to motivate followers to accomplish the vision by using pictures of the future that inspire or by sharing stories from the past (as Nehemiah did) which build confidence that the task is possible. Servant leaders provide this motivation, not to manipulate others, but to help them accomplish all that God wants them to do. The confidence of the leader inspires others to follow.

Communication of the vision is not a one time event but something that needs to be repeated continually. If you have previously communicated vision, it may be time for a repetition. Nearly all leaders under communicate vision and underestimate how crucial it is to keep a team moving forward. To see if you have done your job well, go to a relative newcomer in your organization and ask them if they know what the vision is.

Seeing, shaping and sharing vision is a key way that God uses you to accomplish His purposes through the people you lead. Lead on!

For further reflection and discussion:

• How effectively have I communicated vision in the past? What specific steps can I take this month to improve?
• What stories or examples can I use to make the vision come to life? Are there images or pictures that I can ‘paint’ that will stir people to action?
• Are there needs in my organization that we have accepted as ‘normal’ that God wants to change? If so, what are they?
• In what way have I personally demonstrated my own commitment to the vision in the last month? What can I do today that will model the vision?