If delegation is hard work and doing the work myself is easier, why should I delegate tasks to others? Consider the story from the early church:  

  ¹ In those days when the number of disciples was increasing, the Hellenistic Jews among them complained against the Hebraic Jews because their widows were being overlooked in the daily distribution of food. ² So the Twelve gathered all the disciples together and said, “It would not be right for us to neglect the ministry of the word of God in order to wait on tables. ³ Brothers and sisters, choose seven men from among you who are known to be full of the Spirit and wisdom. We will turn this responsibility over to them ⁴ and will give our attention to prayer and the ministry of the word.” ⁵ This proposal pleased the whole group. They chose Stephen, a man full of faith and of the Holy Spirit; also Philip, Procorus, Nicanor, Timon, Parmenas, and Nicolas from Antioch, a convert to Judaism. ⁶ They presented these men to the apostles, who prayed and laid their hands on them. ⁷ So the word of God spread. The number of disciples in Jerusalem increased rapidly, and a large number of priests became obedient to the faith (Acts 6:1-7, NIV).

We can learn several things about delegation as we reflect on this story. 

Delegation strengthens people.  

As the seven men who were selected picked up additional responsibility, they developed greater administrative skills, sharpened their communication ability and grew in their thinking and problem-solving capacity. Their leadership potential was developed because the apostles believed in them and were willing to delegate responsibilities that brought growth.

Some leaders delegate simply to get the work done and help the organization succeed. But serving leaders delegate because it helps people grow. They look for tasks that will help that person grow into their full potential.  

Delegation strengthens the organization.

“So the word of God spread. The number of disciples in Jerusalem increased rapidly…” The work that was delegated by the apostles allowed strengths to function more effectively and improved the quality of the work. At the same time, it increased the impact of the early church in terms of quantity. When leaders are developed, organizations are strengthened.   

Some leaders seek to strengthen their organization by adding more people to the team. But serving leaders strengthen their organization by investing in their team. They recognize that God’s design is not for only one person to excel but for teams to function effectively as tasks are delegated to the right individuals.

Delegation strengthens the leadership pipeline.   

When the apostles added seven people to their leadership team, they now had a team of nineteen instead of twelve! Several became leaders that took the gospel out to new locations, especially when persecution broke out later. They were developing a strong leadership pipeline that would meet the current needs but also ensure that there were leaders ready to succeed them in the future.

Some leaders focus only on present needs and delegate work that needs to be done. But serving leaders delegate work to prepare others to take up leadership in the future. They recognize that there is no success without a successor.

For further reflection and discussion:

When I have delegated tasks in the past, was it primarily to get the work done or to develop people? What would change on my team if I focused more on developing people?

On my team, who is ready for an opportunity to take on more responsibility? What can I delegate to them to help them grow and develop their potential?  When will I do it?

Is there a current role I have been considering filling by finding someone outside of my organization? If so, is there anyone already in my organization who could be developed to take that role? What would be required for that to happen?

What is the current strength of my leadership pipeline? Do I have leaders ready to step into any role in my organization? Are there changes that should be made to strengthen my team in this area? What does my pipeline strength indicate about my leadership?   

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine what we should delegate.

Nearly all leaders know they should delegate tasks to others, but knowing and doing are two different things! In this series, we’ll examine delegation by reflecting on a time when the early church leaders learned to delegate.

1In those days when the number of disciples was increasing, the Hellenistic Jews[a] among them complained against the Hebraic Jews because their widows were being overlooked in the daily distribution of food. 2 So the Twelve gathered all the disciples together and said, “It would not be right for us to neglect the ministry of the word of God in order to wait on tables. 3 Brothers and sisters, choose seven men from among you who are known to be full of the Spirit and wisdom. We will turn this responsibility over to them 4 and will give our attention to prayer and the ministry of the word.” 5 This proposal pleased the whole group. They chose Stephen, a man full of faith and of the Holy Spirit; also Philip, Procorus, Nicanor, Timon, Parmenas, and Nicolas from Antioch, a convert to Judaism. 6 They presented these men to the apostles, who prayed and laid their hands on them. 7 So the word of God spread. The number of disciples in Jerusalem increased rapidly, and a large number of priests became obedient to the faith (Acts 6:1-7, NIV).

The church leaders faced a problem with the distribution of food and they chose to delegate that work to seven others chosen by the people. Their delegation was not ‘dumping’ tasks on others; it was a deliberate attempt to release responsibility and power to others so that others would grow and the work would multiply.

Before we look at other elements of delegation, in this issue we’ll look at why we don’t delegate!

Delegation is hard work.

Delegation is not easy. The Twelve had to call for meetings, take time to select other leaders, give them guidance on their new assignments and check back with them to make sure things were going well.

Some leaders take the easy path and do the work themselves. But serving leaders are willing to do the hard work because they want to see others grow and the work expand.

Delegation is risky work.

The apostles had no way of knowing how successfully the new leaders would accomplish their task. Delegation of a new task always involves the risk of failure.

Some leaders refuse to risk failure, so they don’t delegate. But serving leaders recognize that while delegation is risky, it is best for long-term impact.

Delegation is painful work.

The process of deciding to delegate can be painful. Before this incident, the Twelve Apostles were in charge of everything! They were acknowledged as the leaders, and it felt good to be in charge! Their first impulse, when they recognized the problem, could have been to work harder and longer hours to get the job done. Some of the apostles probably enjoyed the work of food distribution. It may have reminded them of the times they helped Jesus distribute food and some likely loved the logistics involved. Letting go of control and tasks we enjoy can be painful realities in delegation.

Some leaders avoid the pain of delegation by doing all the work themselves. But serving leaders sacrifice their own preferences for the good of their team and the organization.

For further reflection and discussion:

• What has been my experience with delegation, either in receiving tasks delegated to me by others or in my own delegation? Has this been a mostly positive or mostly negative experience? How have these experiences impacted my own ability or willingness to delegate?
• In what ways is delegation hard for me to do? Am I so busy that I don’t have the time to invest in helping others succeed? If so, how does that impact my leadership capacity?
• In what ways is delegation risky for me in my current role? What are the fears that might keep me from delegating to others on my team? What does that indicate about my belief in the potential of the people around me?
• How painful is it for me to let go of control? In what ways is my own ego wrapped up in my leadership? How does this impact the growth of my team?
• What tasks are most painful for me to release to others? Why is it hard to allow others to do these tasks and what does it say about my own leadership?

When leaders grow other leaders, the people flourish and the organization thrives.  The primary work of every serving leader is to intentionally grow others. Jesus demonstrated this by empowering His twelve disciples.  

 ¹ When Jesus had called the Twelve together, he gave them power and authority to drive out all demons and to cure diseases, ² and he sent them out to proclaim the kingdom of God and to heal the sick (Luke 9:1-2, NIV).

As Jesus sent out the twelve, He shifted His focus from doing the work to equipping others to carry it forward. In doing so, He demonstrated how growing others produces flourishing.

Growing leaders brings flourishing by sharing power.  

Jesus “gave them power and authority.” His mindset was not simply to use His power and authority, but to share it with those who followed Him. He shared both power and authority. He gave the disciples both the capacity to do accomplish the task (power) and the legitimate permission to act on His behalf (authority). Prior to this passage, He spent time training them and demonstrating how to do the tasks He would ask them to do. Now He gave them permission to go and implement what they had learned.

Some leaders seek to gain power and authority for themselves. But serving leaders deliberately distribute both so that others can grow and contribute. Some leaders help others grow their capacity, but don’t provide a place for them to use what they’ve learned. But serving leaders share both power and authority.

Growing leaders brings flourishing by stretching capacity.

Jesus “sent them out to proclaim the kingdom of God and to heal the sick.” He had demonstrated preaching and healing to them; now He asks them to go and practice! This was undoubtedly a stretching experience for the disciples. They might have wondered as they headed out, “Can I really do this?” But the confidence of Jesus in them provided the impetus for them to rise up and do what He asked. Great leaders look for opportunities to stretch the capacity of those on their team. They evaluate where each person is at and what assignment would appropriately build their capacity. Then they assign responsibilities that builds capacity and confidence on their team.

Some leaders fear that increasing responsibilities of those they lead will result in mistakes and failures. So they keep people at the same level. But serving leaders see potential in every individual and provide them with growth opportunities that will stretch their capacity and build a stronger team. They recognize that mistakes and failures are a necessary part of the growth process.

Growing leaders brings flourishing by scaling the mission.

By sending out the twelve Jesus began to scale His mission. When Jesus preached and healed His impact was limited to the places He could physically reach. But when He sent out six teams of disciples He was effectively fulfilling His mission in many locations, ultimately reaching many more people and places than He could have done alone. He recognized that if He didn’t grow His team, the work would stop when He was gone. But with a strong team empowered and prepared to do the work His impact would spread far beyond His physical presence.  

Some leaders try to increase results by working harder and faster. But serving leaders invest in the growth of their team and slowly build the capacity to scale their mission and multiply their impact.

For further reflection and discussion:

Reflect on your own leadership journey in relation to this element of growing leaders.  On a scale of 1-10 (10 is perfect) how would you rate your own leadership?   How much of my time actually goes to developing people on my team?   What portion of my time should I be spending on developing others?

How quickly do I share power and authority in my leadership? When I equip others, do I also find ways to give them platforms to use their new skills?  

How much do I believe in the potential of those I lead? How does that impact my leadership with them?

Think about the people on your team. Identify one person that is ready for a growth opportunity. Who is the person, what new responsibility are they ready to take and when will you do any needed training and empowering for this to happen?

In addition to the scripture used in this issue, reflect on the following verses from the life of Jesus: Matthew 10:1-15, 14:16, 16:19, 21:1-3, 26:38-41, 28:18-20; Mark 6:7-13; Luke 6:12, 9:1-6, 22:8-13; John 20:21-23 and 21:15-17. What additional insights do you find?            

Until next time, yours on the journey,

Jon Byler

If you want a document containing all six issues of this series, click here.

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

Effective leaders grow the people around them and continually delegate more and more responsibility to their teams. This builds leadership depth and prepares the organization for the time that they will no longer be the leader. Faith leaders take a long-term perspective to their work believing that God’s design is for one generation to build on the foundation of the previous.  The Serving Leader Model® (*see note) calls this action Upend the Pyramid, to reflect the way serving leaders turn the traditional leadership model upside down. Paul demonstrated this action in so many ways. Consider these examples:

He [Paul] was accompanied by Sopater son of Pyrrhus from Berea, Aristarchus and Secundus from Thessalonica, Gaius from Derbe, Timothy also, and Tychicus and Trophimus from the province of Asia (Acts 20:4, NIV). 

The reason I left you in Crete was that you might put in order what was left unfinished and appoint elders in every town, as I directed you. (Titus 1:5)

¹⁴ I thank God that I did not baptize any of you except Crispus and Gaius, ¹⁵ so no one can say that you were baptized in my name (1 Corinthians 1:14-15)

And the things you have heard me say in the presence of many witnesses entrust to reliable people who will also be qualified to teach others (2 Timothy 2:2).

Paul grew his people. 

Paul was hardly ever alone in his work; he always traveled with a team, sometimes as many as 8 others (Acts 20:4 mentions 7 plus Luke who was writing). What was his goal? He was deliberately growing people and strengthening his team. He selected people in whom he saw potential and then grew them into strong leaders.  He poured significant time and energy into writing detailed instructions to Timothy and Titus to help them grow as leaders.

Some leaders prefer to work alone and take pride in their personal achievements. Serving leaders, like Paul, grow others around them and boast that others are doing the work! 

Paul delegated authority and responsibility.

Paul continually delegated authority and responsibility to his team as fast as they were capable. He first baptized 2 or 3 in Corinth; then others did the rest. He first appointed elders in the churches; but later sent Titus to do the same in Crete. He sent Timothy to Ephesus, Corinth and Thessalonica. He empowered Titus to handle a significant financial contribution for the church in Jerusalem.

Some leaders believe that the only way to get something done right is to do it themselves. But serving leaders see the potential in others. They delegate power and authority and rejoice to see the work expand far beyond what they are able to do alone.

Paul prepared for sustainability and scalability.  

Paul’s vision was huge; he wanted to reach the world. He knew that he could not accomplish this alone and needed strong leaders to help him. He knew it would take much longer than his own lifetime to accomplish. So he grew others and delegated authority and responsibility. He challenged Timothy to pass it on to the next generation of leaders. By these actions Paul ensured that his vision would expand exponentially and continue on long after he was gone. We are a testimony to the success of his model.

Some leaders fail to reflect on what will happen after they are gone. But serving leaders turn the pyramid upside down and prepare their team to not only survive but to thrive for generations to come. 

For further reflection and discussion:

Am I willing to invest the time and energy that Paul did to model the way, encourage and train others to do the work I now do? How will this impact my leadership legacy?

What is my plan to grow the people I lead? Who on my team is ready for greater responsibility and authority? What is needed from me to make this happen?

What would happen today to my team if I was gone? Are they ready to thrive without me? If not, what is needed to prepare them for that time? Reflect on what happened when Paul was imprisoned for years and how his leadership model laid a foundation for continued growth without his presence. How can I prepare my team in the same way?

In addition to the scriptures used in this issue, read and reflect on how the following passages also illustrate how Paul acted to Upend the Pyramid: Acts 14:23, 18:18-26, 19:21-22;  1 Corinthians 16:10-11; 2 Cor. 8:16-24; Ephesians 4:11-13, 6:21-22; Philippians 2:19-30; Colossians 4:7-9; 1 Thessalonians 3:1-2, 6; 1 Timothy 1:3, Titus 1:5. 

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at a new series!

*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.

If you would like all five issues of this series on Paul, click here for a PDF copy.

November 13, 2024

Paul’s description of a thriving body that grows and becomes stronger and stronger is a powerful image for any organization and a healthy model for any leader to follow.

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). 

In this scripture, Paul describes a thriving world. We have already looked at the actions of clarifying and embedding the vision, values and mission and building teams on strengths. In this final issue, we focus on how serving leaders share their power with others. The Serving Leader Model® calls this “Upend the Pyramid” as this concept turns the traditional model of leadership upside down! Serving leaders spread their power.

Serving leaders spread the power by delegating.

Paul says that the work of the leaders is to “equip his [God’s] people for works of service.” Many leaders see their work as doing the work. They work hard and demonstrate how much they can do. They insist on doing the work themselves and want to keep all the power. But serving leaders realize that the work of leadership is to delegate power to others who are called to do the work. They recognize that they are in power to empower others. Their work is to serve those doing the work. They reflect on what tasks they are doing that others could do. Then they delegate that work to others and give them the corresponding authority.   

Serving leaders spread the power by equipping others.

Delegating releases power to others; equipping trains them to do the work well. Some leaders assign tasks to others but assume that they’ll learn how to do it on their own. But serving leaders spend more and more of their time equipping others. They recognize that as they grow others, they are developing other leaders not simply followers. As they do so they are also growing an organization where people thrive.

Serving leaders spread the power by preparing for succession.  

When leaders are spreading the power, growing and developing others around them, they are effectively preparing the organization for the time that they will no longer be in the leadership role. Some leaders work hard with little thought to what will happen after they are gone. But serving leaders prepare for the long-term success of their organization by delegating responsibility, sharing their power and equipping others to do the work. Little by little the organization becomes mature and able to thrive even in their absence. Where leaders spread the power people thrive!

For further reflection and discussion:

-Reflect on your own leadership in the areas of delegation and empowering others. How effectively does my leadership release power? How does my leadership in this area impact the thriving of our team?

-When is the last time I delegated something to others? Was it primarily to develop them or to avoid doing the work myself? Did I clearly articulate what I expected from them and what level of authority I was giving them? What was the result and what can I learn from it?

-How much of my time is spent doing the work and how much time is spent equipping others to work? What can I do to increase the time I spend on equipping others?  

-What would happen in my organization if I was suddenly gone? Would it survive? Thrive? What does this say about my leadership and what can I do to better prepare for the time I will be gone?

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

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at a new series!

Click here for a resource from Center for Serving Leadership to help you in this area: UTP Empowerment Planner Complete A4 v.17

Paul’s vision required a leadership pipeline that would continue to raise up mature leaders. So, as we have seen, he chose them, prepared them, showed them the way, and empowered them. One of the ways he empowered others was to give them assignments that stretched them. An example of this is seen when he sent two emerging leaders ahead of him.  

“He sent two of his helpers, Timothy and Erastus, to Macedonia, while he stayed in the province of Asia a little longer” (Acts 19:22, NIV). 

Later, Paul would send Timothy alone to Ephesus to lead the church Paul founded there. Both of these assignments, and many others, stretched Timothy to grow and develop as a leader. Paul carefully tailored these assignments to the level of maturity that Timothy possessed. They would stretch Timothy but not break him. They were designed to become increasingly difficult, stretching Timothy to keep growing. Paul demonstrates to serving leaders the power of stretching those in our leadership pipeline.  

Stretching leaders results in enhancement.  

Paul deliberately nurtured those around him, but he realized that they also needed to have some challenging assignments that would help them develop their own leadership capacity. As Paul sent Timothy and Erastus ahead of him to Macedonia, he was building their leadership capacity by enhancing their skills and abilities. They had watched Paul enter a new region and develop relationships and converts, now they would do it themselves. Paul sent them as a team on this initial assignment, probably recognizing that they would need the support, encouragement and help of each other to accomplish this task. They would help each other grow and improve.  

Some leaders are content to have followers who do their job well. But serving leaders seek to enhance the capacity of those they lead and give them assignments that stretch them.   

Stretching leaders results in engagement.  

Timothy and Erastus were already trusted members of the team and committed to Paul’s vision. But this assignment deepened their level of engagement as they rose to the challenge Paul placed in front of them. They had to figure things out on their own and find their way through whatever they found in Macedonia. Just as Paul recognized the increased value of a challenged worker, serving leaders today recognize that employees who are consistently challenged and stimulated by their work become stronger assets for the organization. 

Some leaders are content to have workers that don’t quit but serving leaders provide challenging assignments to help their team be fully engaged.  

Stretching leaders results in expansion.   

The result of Paul stretching these young leaders was that the team continued to expand. By the end of Paul’s leadership journey, he had developed multiple leaders that he could deploy as needed to diverse locations. Paul’s leadership pipeline allowed him to establish churches throughout the Roman world and he laid the foundation for the expansion that continues today!  

Some leaders seek to expand by adding members to their team. Serving leaders stretch the leaders they have and see expansion happen as a result.  

For further reflection and discussion: 

• Who is a leader that I am investing in that would benefit from a stretching assignment?  (When you identify that person, use the rest of the questions to develop a plan of action.) 
• What in this person’s history shows that they are ready for a new challenge?  
• What would be several options of a stretching assignment for this person? 

• Are any of these options too easy to stretch her/him? Are any so difficult that success would be unlikely?  
• Which of the options seems like the right opportunity for this leader?  
• What will I do to implement this option and when will I take the first step?  

Until next time, yours on the journey, 

Jon Byler 

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

Paul carefully chose those who would follow him, he deliberately prepared them for their assignment, and he used his own life and leadership to show them how to lead. All those steps laid a foundation for Paul to begin developing the leadership capacity of Timothy and others on his team. Paul then empowered Timothy and others to develop their own leadership capacity. Consider these words written near the end of Pauls’ life and after a 20-year relationship with Timothy.  

¹In the presence of God and of Christ Jesus, who will judge the living and the dead, and in view of his appearing and his kingdom, I give you this charge: ²Preach the word; be prepared in season and out of season; correct, rebuke, and encourage—with great patience and careful instruction. ⁵But you, keep your head in all situations, endure hardship, do the work of an evangelist, discharge all the duties of your ministry (2 Timothy 4:1-2, 5, NIV).  

Paul empowered Timothy to perform many leadership tasks. And under his leadership Timothy developed into a church leader, troubleshooter, and co-author of six of the letters that became scripture (see note*). Paul’s example demonstrates that serving leaders share power, they are in power to empower others. The results speak for themselves.  

Empowering leaders multiplies proficiency. 

Paul challenges Timothy to “preach, correct, rebuke…” He had modeled these tasks to Timothy, and he empowered Timothy to do the same. Paul was not only interested in having someone help him carry out his mission; he wanted Timothy to grow. For growth to happen, Timothy needed some space to spread his own wings, exercise his own leadership and make his own mistakes. Paul was not threatened by Timothy’s growth as a leader. He intended for Timothy to grow and become skillful in his work.  

Some leaders want to be the only ones who can do a task. They feel threatened to think that someone else may do it as well or better than they can. But serving leaders want to see everyone empowered to skillfully use their strengths.  

Empowering leaders multiplies people.  

Because Paul empowered his team, they were able to multiply. Near the beginning of Paul’s missionary journey, he was able to go on to Athens, leaving Silas and Timothy behind in Berea and Thessalonica. Just before he wrote these words Paul instructed Timothy to pass on to others what had been learned from him (see 2 Timothy 2:2). By empowering Timothy, Paul impacted multiple generations of leaders.  

Some leaders seek to expand their team by adding people to do a task. Serving leaders seek to expand their people by empowering them. As they do this, they multiply people.  

Empowering leaders multiplies power.  

When Paul wrote these words Timothy was in Ephesus, leading the church that Paul had planted there. Paul recognized that giving power away did not diminish his own power but multiplied it. By empowering Timothy and others Paul multiplied his influence.  

Some leaders believe that giving others power will reduce their own, so they hold tightly to their power and authority. Serving leaders realize that as they empower others, power is multiplied.  

For further reflection and discussion: 

• Who on my team am I strategically empowering to grow as a leader? How does the example of Paul challenge me to multiply those who can do what I am doing?  
• What task am I currently doing that someone else on my team could and should do? What steps will I take to empower that person and when will I do it?  
• Have I empowered leaders around me long enough to see a second-generation impact where they begin to empower others? If so, how can I strengthen this multiplication? If not, what can I do this year to move in this direction?        

Until next time, yours on the journey, 

Jon Byler 

* Timothy’s name appears as the co-author on 2 Corinthians, Philippians, Colossians, 1 Thessalonians, 2 Thessalonians, and Philemon. 

In the next issue, we will look at how Paul developed his leadership pipeline by stretching them.  

Serving leaders don’t keep authority, they release it! They follow the example of Jesus whose final words were about authority.   

¹⁸ Then Jesus came to them and said, “All authority in heaven and on earth has been given to me. ¹⁹ Therefore go and make disciples of all nations, baptizing them in the name of the Father and of the Son and of the Holy Spirit, ²⁰ and teaching them to obey everything I have commanded you. And surely I am with you always, to the very end of the age” (Matthew 28:18-20, NIV).

 Jesus was able to say truthfully, “All authority in heaven and on earth has been given to me.”  But as soon as He said these words, He released His authority to the disciples. As He released authority, He provided a powerful example for all serving leaders.

Releasing authority implies trust.     

For Jesus to release His authority to this small group of people implied a deep trust in them and in His own investment in their lives. We are certainly aware of the weaknesses and failures of this team. Jesus did not overlook their faults. Yet, He trusted them to carry out His mission in the world. Some leaders see their authority as something to be leveraged but not released. They insist on doing all the work themselves. They don’t invest in the growth and maturity of their team. They expect perfection in their followers before releasing authority. But serving leaders begin with the desire to release authority as quickly and fully as appropriate. They look for opportunities to help their team grow up and assume more and more responsibility. They expect some mistakes along the way and address failures. But they serve by trusting those they lead. They see potential and desire to see that potential developed and released.  Serving leaders serve by trusting those they lead.

Releasing authority involves includes accountability.  

Although Jesus spoke these words as He was leaving the earth, He also reminded the disciples “I am with you always…” This was both a comforting presence as well as a reminder that while His authority was released, there was also accountability built into that release. They were expected to go and “make disciples…baptizing…teaching.”  Jesus did not release authority for them to do whatever they wished. He provided clear instructions and would hold them accountable. Some leaders release authority with no accountability and see this as the highest level of trust. But serving leaders include accountability as they release authority. They make clear the expectations of what authority is being given and what accountability is expected. They serve by releasing authority but including accountability.    

Releasing authority insures multiplication.  

The way Jesus released authority made it possible for His followers to “go and make disciples of all nations.” He built multiplication into his delegation. Some leaders work harder to grow their organization. But serving leaders ensure growth and multiplication by releasing authority to those they lead. They recognize that if they insist on doing all the work, all the work will never be done. Serving leaders insure multiplication by releasing authority.

For further reflection and discussion:

• What level of trust do I have in the key leaders on my team? What do I do to demonstrate my belief in them? Am I able to delegate authority as quickly as possible to those I lead?
• When I delegate authority do I clarify what level of accountability is also expected? Do I appropriately adjust the levels of accountability as my team members grow and mature?
• Does my leadership provide maximum multiplication potential for my organization? In what ways am I leading to encourage growth and multiplication of leadership roles?
• Reflect on this series on authority (issues 336-339). In what way can I share these principles with those I lead? Click here to download a PDF of the entire series.

Until next time, yours on the journey,

Jon Byler In the next issue, we’ll reflect on the Christmas season.  

Leadership Nuggets from Ephesians, #4

Servant leaders are uniquely gifted to lead in ways that produce results. Paul recognizes the power of leaders who use their gifts for God’s glory when he says, “It was he who gave some to be apostles, some to be prophets, some to be evangelists, and some to be pastors and teachers, to prepare God's people for works of service, so that the body of Christ may be built up 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” (Ephesians 4:11-13). In this passage Paul lists several different leadership roles and provides insight into how God planned for servant leaders to function.

Servant leaders recognize the source of their gift.

“It was he who gave….” While they take seriously the responsibility to develop their leadership abilities to their highest potential servant leaders recognize that their gift of leadership is not from their own training or intelligence; it is a sacred gift from God to be used for Him and His purposes.

To think about: Do I see my leadership as a result of my own effort or as a sacred gift from God?

Servant leaders distinguish the gift of leadership and service.

“To prepare God’s people for works of service…” Paul lists two very different roles, doing works of service and preparing, or equipping, the workers. Leadership is equipping the worker, not simply doing the work. Many servant leaders falter on this point. They are called to serve and have developed competence in serving skillfully. They have a servant’s heart, and it is easier to keep doing the work than to make the effort to train others to do it well. Pride and insecurity make it even more difficult for some leaders to stop doing the work. But Paul understood that servant leaders are gifted to lead. They realize that the best way they can serve their organization is to equip everyone to do their part in the group. If leaders fail to equip, the workers will not do the acts of serving and God’s vision will never be accomplished. Followers need servant leaders who understand their unique call to provide leadership.

To think about: What percentage of my time is spent equipping others to work and what percentage am I actually doing the work?

Servant leaders use their gift to release growth.

“…so that the body of Christ may be built up…” The combination of leaders who equip and followers who are busy serving brings growth to the church, school, business or any other organization. Paul asserts that it builds up the body, promotes unity, and defines maturity. The reverse is also true. When leaders fail to use their gift to equip others, organizational growth will be limited.

To think about: Does my leadership release the growth potential of my organization?

You are gifted by God to lead, don’t neglect the opportunity to build and equip followers for service. Take some time today to equip one of your followers for a specific task.

For further reflection and discussion:

• Have I acknowledged God’s gift in my life to lead others? In what way does my recognition, or lack of it, affect my leadership?
• How effective am I as an equipper of others? How seriously have I taken my call to equip others to serve?
• Some leaders who are not followers of Jesus have learned to equip others and the results in their organizations are positive. What is the difference between their motivation and that of a servant leader?
• How is equipping others an act of serving? What does it say about the value of all persons?
• How does my organizational culture reflect the value of equipping? Are there ways that we can improve?