Timothy quickly learned that a significant part of leadership is passing on to others what he knew and believed. He learned to teach. Reflect on the following instructions from Paul to Timothy:

And the Lord’s servant must not be quarrelsome but must be kind to everyone, able to teach, not resentful (2 Timothy 2:24, NIV).

Preach the word; be prepared in season and out of season; correct, rebuke and encourage—with great patience and careful instruction.  2 Timothy 4:2 (NIV)

¹You then, my son, be strong in the grace that is in Christ Jesus. ² 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 2:1–2).

These are the things you are to teach and insist on (1 Timothy 6:2).

Timothy was a gifted teacher and served well by teaching well. All leaders, even those whose primary gifting is not teaching, can learn from him how to better serve those they lead through effective teaching.

Timothy learned to teach by defining his motive.   

Timothy first needed to learn to teach for the right reasons and with the right heart towards those he led. So, Paul instructs Timothy to check his motives for teaching. Some leaders teach to win an argument or prove their point. But Timothy learned that serving leaders are not to be “quarrelsome.” Some leaders teach with resentment towards those who know less than they do and are impatient with the learners. Timothy learned that serving leaders are not “resentful” and they have “great patience.” Serving leaders get their hearts in the right place before they open their mouths to teach.

Timothy learned to teach by determining his message.   

Timothy next learned to think critically about the content of his teaching. He learned from Paul to focus on “…the things you have heard me say…these are the things you are to teach.” Timothy learned that not every message is of equal importance. He learned to give careful thought to what he would teach. Some leaders teach whatever happens to be at the top of their mind in the moment. But serving leaders give careful thought to the content of their teaching and methodically share what is most important. Serving leaders focus their message on things that really matter for the organization, especially the vision, mission, and values.  

Timothy learned to teach by developing his methods.  

With the right motive and the correct message, Timothy also learned how to use effective methods as a teacher. He heard Paul insist that he be “able to teach” and to train those he served to “be qualified to teach others.” Timothy understood that effective teaching requires continual growth in learning what methods best serve the audience. Some teachers assume that it is the work of the audience to figure out what they are saying and what needs to be done in response. But serving leaders strive to use teaching methods that make the message crystal clear. They learn from their mistakes and adjust their style to serve those in the audience. They observe and learn from other communicators how to communicate effectively. And they ask for feedback from others to continually strengthen their teaching methods because they understand that teaching well is serving well.  

For further reflection and discussion:

• How can I develop the ability to teach others in my own life? In the three areas we examined (motives, my message, and methods) where am I strongest? Weakest? When I examine my own heart and motive for teaching others, what do I discover? How carefully do I consider the content of what I teach others? What are the next steps for me to strengthen my ability to teach well?
• Reflect on those you lead. What steps can I take this week to help them develop their own ability to teach others?      
• In addition to the verses we used in this issue, consider the following: 1 Timothy 6:2-5; 2 Timothy 1:6, 13-14; and 2:14. What additional insights do you find from these verses about how Timothy learned to teach?         

In this series we have been looking at the life of Timothy. If you haven’t already this would be a great time to read through the two books in the Bible with his name, written to him by Paul. As you read, reflect on what Timothy did to grow as a leader and how his actions apply to your own growth. 

Until next time, yours on the journey,

Jon Byler,

In the next issue, we’ll look at a final characteristic of Timothy’s leadership, how he learned to fight!

 As we celebrate the birth of Jesus this Christmas, we will focus on a couple of servant leaders, Zechariah and Elizabeth, the parents of John the Baptist. John would be called by Jesus as the greatest man ever born (Matthew 11:11). In what way did John’s parents, Zechariah and Elizabeth, influence him as servant leaders?

They served faithfully. Not many words are written about this couple, but enough to give us insight into their lives of faithful service. “Both of them were righteous in the sight of God, observing all the Lord’s commands and decrees blamelessly” (Luke 1:6).Both were blameless in their walk with God. They served without the visible blessing of children so we can assume that their service was not dependent on positive outcomes. Yet, they continued serving faithfully. Their lives influenced John to be able to serve faithfully as he called many to repentance by the Jordan River. He boldly proclaimed truth even when it cost him his life. Servant leaders aren’t perfect, but their hearts’ desire is to serve the Lord as Zechariah and Elizabeth did, faithfully living out the call of Christ in their everyday life.

They served humbly. This ordinary couple served with deep humility. Their humility is evident in Elizabeth’s response to Mary’s visit in Luke 1:39-56. For three months they hosted this visitor in their home, humbly serving her many meals and giving Mary their time and resources. They both knew that Mary’s child would be greater than their own, but they were able to humbly accept God’s role for their son. Their humility foreshadowed John’s humble declaration that Jesus should become greater and he should become less (John 3:30). Servant leaders serve with humility as this couple did, not drawing attention to themselves, but allowing others to rise.

They served patiently. When we first hear of this couple, they were “both very old” (Luke 1:7) and were childless. They had prayed for years without seeing the results. But they continued serving patiently in a situation in which many would have been tempted to give up. As they waited, they continued serving. They demonstrated to John how to serve patiently as he waited on God’s timing in the wilderness and in prison where he finally lost his life. Servant leaders learn from Zechariah and Elizabeth to keep serving in whatever role they have no matter the results. They serve faithfully and trust God for the results.

They served joyfully. Praise and rejoicing are very much a part of this couple’s story. Elizabeth gave thanks as soon as she was pregnant. When Zechariah’s tongue was set free, “he began to speak, praising God” (Luke 1:64). Elizabeth was not jealous of Mary’s miraculous pregnancy; instead, she rejoiced! Servant leaders learn from this couple that service is not a burden but a joy. They rejoiced as they served! And John was able to follow their example as he joyfully testified that the “bridegroom” had come (John 3:29).

Elizabeth and Zachariah served well individually. But together, their impact multiplied as they brought John into the world and raised him to be the forerunner of the Messiah. Their hearts for service left a legacy that we would do well to imitate.

This Christmas, the world needs more servant leader couples. Will you be one of them? Will you join together with your spouse, if married, and ask God to double your impact in the coming year as you serve faithfully, humbly, patiently, and joyfully?

Until next time, yours on the journey,

Jon Byler

For further reflection and discussion:

• Read the account of John’s ministry in Luke 3:1-20. In what ways do I see the influence of His parents in this story?
• Could my leadership be described as “blameless”? If not, in what ways is God inviting me to change?
• How has my leadership in the past week demonstrated humility? Am I able to rejoice in the success of others? If not, why not?
• In what areas am I tempted to give up when things don’t change quickly? What can I learn from Zachariah and Elizabeth?
• Can my leadership be described as “joyful”? If not, what can I do to imitate Zachariah and Elizabeth?      
• For couples. In what ways can our marriage multiply our influence? Are we aware of this and using it strategically to have a greater impact?
• If unmarried, what more can I learn from this couple to strengthen my own leadership impact and legacy?

Next year, we’ll begin a series on the sound of silence in our leadership! Shh…!

Until then, I wish you and your family a wonderful time of celebrating the joy of Jesus’ birth. He still inspires all of us over 2000 years later!

*We looked at the first couple in this series, Joseph and Mary, during the 2015 Christmas season. If you missed those, or want to see them again, click below.

Copyright, Global Disciples 2019.

Speaking the truth patiently requires balance.

Truth needs to be expressed, but patience requires a willingness to wait. The two must be balanced to speak truth in love. Some leaders may be so “patient” that they never actually speak the truth!

More often, leaders may want to just get the truth out too quickly. They quote Jesus’ words, “Then you will know the truth, and the truth will set you free” (John 8:32).And they reason, “The sooner this person knows the truth, the better!” But speaking truth with patience requires balance. Servant leaders learn that they need to wait for the right time to speak the truth.

Speaking truth with patience may mean waiting until the person is ready for the truth. There may be a situation that requires waiting for a person to change so they are open to hear the truth. Sometimes speaking the truth in the presence of other persons may bring shame to the person instead of encouraging change. Servant leaders recognize that without patience, truth will not “set you free.” They are willing to wait for the right time to speak the truth. They recognize that love for the person is as important as love for the truth.

Speaking the truth patiently reveals maturity.

Immature leaders rush to speak the truth with little thought to timing. Truth often seems more urgent to proclaim than it really is. As leaders mature, they allow the fruit of patience to develop in their lives and sometimes choose to wait to speak the truth. They allow time for God to shape their own heart which may reveal a wrong motive. Mature leaders realize that not everyone is ready for truth at the same time and they are willing to wait with patience. Servant leaders wait for the right time, the right context, and the right motive.

Speaking the truth patiently reflects Jesus.

Jesus, a master leader, was able to wait for the right time to speak truth. He knew that Peter would deny him and spoke that truth to Peter in the upper room during the Passover meal (Luke 22:34). Later, Jesus was arrested, and Peter followed him to the courtyard of the High Priest where he denied knowing Jesus three times.

⁶⁰Peter replied, “Man, I don’t know what you’re talking about!” Just as he was speaking, the rooster crowed. ⁶ The Lord turned and looked straight at Peter. Then Peter remembered the word the Lord had spoken to him: “Before the rooster crows today, you will disown me three times.” ⁶²And he went outside and wept bitterly. (Luke 22:60-62)

As Peter finished his third betrayal, Jesus turns and looks at Peter. What was the truth in this situation? Peter had failed and betrayed His Lord. Many leaders would quickly speak the truth, “I told you that you would fail!”

But what does Jesus say? Nothing! Jesus was patient. He knew that this was not the right time to speak the truth. Peter needed time to weep and reflect on his actions.

Later, Jesus would come back to Peter and gently restore him by asking three times, “Peter, do you love me?” Then He called Peter to take care of “my sheep” (John 21:15-19). There was a time for truth, but Jesus spoke it only after waiting patiently.

Like Jesus, servant leaders learn to speak truth…patiently!

Until next time, yours on the journey,

Jon Byler

For further reflection and discussion:

• What is my natural tendency, to speak “truth” or to be “patient”? What is the result in my leadership?
• When have I spoken truth, but not with patience? What was the result in my own life and in the life of the person to whom I spoke? What would have been a better time to speak truth?
• Can I think of another time when Jesus waited patiently to speak the truth? What can I learn from His example?

Copyright, Global Disciples 2019.

As Joseph interprets the dream of the cupbearer he sees a glimmer of hope for his own life and asks for a favor in return. “Within three days Pharaoh will lift up your head and restore you to your position, and you will put Pharaoh's cup in his hand, just as you used to do when you were his cupbearer. But when all goes well with you, remember me and show me kindness; mention me to Pharaoh and get me out of this prison. For I was forcibly carried off from the land of the Hebrews, and even here I have done nothing to deserve being put in a dungeon" (Genesis 40:13-15). At last something positive seems to be happening and there is a glimmer of hope for Joseph’s dream. Finally, there is someone who will soon be in a position to help him! But Joseph’s hope was soon crushed. The chief cupbearer, however, did not remember Joseph; he forgot him (Genesis 40:23). Imagine Joseph’s hope on the day the cupbearer left prison. He imagined the cupbearer talking to the king on his behalf and waited for a knock on the prison door. Nothing happened the first day. Joseph probably thought that the cupbearer was waiting for a good moment to tell the king about him. But then a week went by, then a month, six months, a year and finally two years! Joseph learned that he could not trust in others to accomplish his dream; he needed to trust in God. Many dreamers see someone and think, “That’s the one! They have the money I need or the ideas I need to make my vision become a reality. They have the influence or the power. They will make my dream come true!” Joseph’s story teaches us that servant leaders learn to trust in God, not in others, to accomplish their dream.

Servant leaders learn to trust God’s program.

Joseph thought something would happen soon! But for two more painful years, he waited. Nothing seemed to be happening. God often seems to operate on a different timetable than we do! His program does not seem to go according to the timing we prefer. But as the author of time, He knows what He is doing and servant leaders learn to trust His timing. All leaders long to see their dream come to pass but servant leaders learn that sometimes God’s timing is not the same as theirs.

Servant leaders learn to trust God’s people.

Joseph thought he had identified the person that God would use to help him out but was soon disappointed. For Joseph, the cupbearer finally would help him. But first Joseph needed to learn to trust God to bring the right person and the right time together. All leaders look for people to help achieve their dream but servant leaders learn to trust God to bring the right people at the right time. They trust in God to bring the people rather than their own wisdom about who should be involved.

Servant leaders learn to trust God’s processes.

The dream of the cupbearer came to pass in three days but Joseph’s dream took years! God had more lessons for Joseph in these two years. God wanted Joseph’s trust to shift from men to Himself. He was teaching Joseph perseverance and patience, while strengthening his faith. It must have been difficult for Joseph to accept that God would use a different process for him than with the cupbearer. Through all the years that it took for Joseph’s dream to come to reality, God was at work in the process and timing. Servant leaders learn to trust that God is in control of the processes He uses to accomplish the vision.

Joseph teaches all servant leaders to accept His timing and methods as better than their own wisdom. Servant leaders trust God, not others, to bring the dream to pass.

For further reflection and discussion:

• Have I experienced frustration because my dream was not accomplished as quickly as I thought it would? What does Joseph’s story teach me about God’s timing?
• Who have I been focused on that I believe can help me accomplish my dream? Have I been putting my trust primarily in this person(s) or in God? What does Joseph teach me about who I am trusting?
• When my dream seems to be delayed, what does God want to teach me? In what ways have I learned the lessons and in what ways have I failed to learn? Is there any step God is inviting me to take this week to trust Him with the process?

David continued to carry out his duties under Saul as well as he could. But Saul’s jealously and determination to kill David finally forced David to flee for his life to the desert. Saul’s insecurity was extreme. Not only did he want to kill David and attempted to do so twice, he was angry enough to hurl a spear at his own son Jonathan when he sided with David. Later, the king authorized the brutal killing of 85 priests who had innocently aided David’s escape. I doubt if many reading this have served under leaders with this level of insecurity!

During his time in exile, David needed to learn another difficult lesson for servant leaders: submission to the current leader. David’s submission to the leadership of a man seeking his death is remarkable. Twice David had what seemed like providential opportunities to kill Saul but in both cases he courageously refused.

So David and Abishai went to the army by night, and there was Saul, lying asleep inside the camp with his spear stuck in the ground near his head. Abner and the soldiers were lying around him. Abishai said to David, "Today God has delivered your enemy into your hands. Now let me pin him to the ground with one thrust of my spear; I won't strike him twice." But David said to Abishai, "Don't destroy him! Who can lay a hand on the LORD's anointed and be guiltless? As surely as the LORD lives," he said, "the LORD himself will strike him; either his time will come and he will die, or he will go into battle and perish. But the LORD forbid that I should lay a hand on the LORD's anointed. Now get the spear and water jug that are near his head, and let's go" (1Samuel 26:7-11).

David’s response serves as a model to all servant leaders of how to submit to authority.

Submission relinquishes personal ambition.

David was anointed to become the king, the prophet Samuel had made that clear. Even Jonathan, the king’s son, affirmed this call. David was a proven warrior and was now leading a large group of 600 men (See 1 Samuel 22:13). He had demonstrated his capacity as a warrior and a leader. He could have naturally felt that it was time for him to lead the nation. But submission is not about who is the best person to lead; it is recognizing who is called to lead at the moment and respecting that role. David let go of his own ambition.

Submission respects God’s appointment.

Saul was not worthy of respect in terms of his own leadership ability. But David respected him because God allowed him to be the king. He called the king “the LORD’s anointed,” showing deep respect for God’s appointed authority. David never spoke evil of Saul and refused even to allow his aide to do the killing. He understood well what Paul would say many years later, “The authorities that exist have been established by God” (Romans 13:1). He learned that servants who want to be respected as leaders must first respect those who lead.

Submission recognizes God’s plan.

David was able to submit because he knew that God had a plan for his own leadership journey and that in some way God would finally remove Saul from his role. David didn’t know how or when he would rise to the position of his destiny, but he knew that it was not his work to make this happen, but to wait on God’s timing and plan to unfold.

David’s submission to Saul is likely much deeper than any of us will be called to make. His example challenges each of us to carefully examine our response to those in authority over us. David teaches us that only those who have learned to follow are ready to lead.

For further reflection and discussion:

• Read the first account of David’s opportunity to kill Saul in 1 Samuel 24. What additional insights do you gain from this account?
• How have you related to those who are in authority over you, both in your current role as well as previous leadership experience? Think of those in the political realm, your vocation, your church and community. What lessons can you learn from David’s life? Are there past relationships which God is calling you to correct or restore?
• Your tongue is a reflection of your heart. How do you speak about people in authority over you?

Paul continues to raise the standard for servant leaders and continues his quality assurance checklist by telling Timothy that a godly leader must not be “quarrelsome” (1 Timothy 3:3). Quarrelsome is a habitual inclination to disagree and stir up contention. The writer of Proverbs paints a colorful picture of a quarrelsome person, “As charcoal to embers and as wood to fire, so is a quarrelsome man for kindling strife” (Proverbs 26:21). Unfortunately, this describes the way some leaders use their influence. In contrast, servant leaders promote peace by demonstrating three of the fruits of the Spirit listed by Paul in Galatians 5:22-23.

Leaders who promote peace demonstrate love.

Genuine love for others is expressed as leaders try to bring people together and resolve conflict. Leaders without love for others promote conflict. They use their words to incite conflict and bring division. As they do, they show only love for themselves and their own cause. They don’t care about the wounds, death, and pain which will be inflicted on others as a result of their actions. Servant leaders care more about the welfare of those they lead than themselves. They desire the best for others because they love them. They genuinely want those they lead to be at peace with themselves and others and yield their own rights for the sake of those they love.

Leaders who promote peace demonstrate self-control.

Many friendships have been broken by persons who could not control their tongue. On a larger scale, nations have been led into war by leaders who recklessly stir up hatred towards those of a different tribe, language or religion. They fan the flame of our natural sinful tendencies which also bring strife and division. Proverbs states, Reckless words pierce like a sword, but the tongue of the wise brings healing (Proverbs 12:18). Servant leaders learn to think carefully before speaking and to control their tongue. They control their own anger in an effort to promote peace.

Leaders who promote peace demonstrate patience.

Promoting peace takes much patience. Selfish leaders want their opinion to be heard. They are more concerned about winning the argument than maintaining the relationship. They impatiently raise their voice and insist on being heard. Servant leaders patiently listen to the opinions of others and seek to find the common ground. They do not compromise truth but are not argumentative. They work patiently to bring people together. They do not give up after one failed attempt. Servant leaders recognize that promoting peace is often a long and difficult process and they are willing to pay the price.

A biblical example of a leader who deliberately avoided quarrels is Joseph, the Prime Minister of Egypt. He came from a contentious family with plenty of arguments and dissension. But he patiently and lovingly promoted peace. When in power, he could have used his authority to inflame wrongs from the past but he controlled himself for the good of others. As he sent his brothers home he gave them counsel which is just as valid for servant leaders today, "Don't quarrel on the way!" (Genesis 45:24).

For further reflection and discussion:

• When is the last time you raised your voice in an argument? What does it indicate about the condition of your heart?
• Would your family describe you as a peacemaker? What about those who work with you? Those under your leadership? Why or why not?
• Reflect on the following verses from Proverbs which talk about quarreling. Listen carefully to what God is speaking to your heart as you read them. (Proverbs 15:18, 17:14, 17:19, 20:3, 26:17, 26:20)

So the wall was completed on the twenty-fifth of Elul, in fifty-two days. (Nehemiah 6:15) In less than two months’ time the wall was complete. The recording of this time is significant not only in the fact that it happened quickly but in the reality that it took time before the dream that Nehemiah had in the palace became a physical reality. As we come near the end of Nehemiah’s story, let’s reflect on ways his vision took time to develop and learn how servant leaders use time to accomplish their visions.

Visions take time to conceive.

When we began the story of Nehemiah we noted that he received a message from men who had visited Jerusalem and came back with their report. Nehemiah was deeply moved by the needs in the city of his forefathers and took time to think, reflect and most of all to pray about the situation. Slowly, the needs of his people became a personal call to involvement and his heart was stirred with a vision to build the wall. Nehemiah took time to receive the vision.

Many visions are never fulfilled because the leader does not allow enough time for the vision to form fully. Servant leaders acknowledge that God is the giver of visions and that it takes time for them to fully comprehend what He wants to do through their lives.

Visions take time to construct.

After Nehemiah received the vision to build the wall, he took time to think and to develop a plan before he approached the king. Then he shared the vision with the king and asked permission to travel to Jerusalem. The journey took a couple of months and then Nehemiah took more time on the ground to refine his plan before he was ready to communicate the vision.

Some visions are aborted because the leader rushes through the planning process and has only a half-formed idea of the direction before rushing into action. Servant leaders take time to carefully and prayerfully construct a plan.

Visions take time to communicate.

Nehemiah waited for the right time to communicate his vision to the people of Jerusalem. He didn’t want to prematurely talk about the dream before his plan was complete and before he sensed that the people were ready to embrace the vision. Then he took enough time to tell them what was in his heart and what God had already done to confirm the vision. As the work continued, he took more time to share the vision, refocus the workers in the face of opposition and encourage those who grew weary.

Some visions never materialize because the leader expects everyone to get on board after a three minute presentation! Servant leaders slow down and communicate again and again.

Visions take time to complete.

Obviously, the physical work on the wall was a big job and took time to complete. To the astonishment of supporters and enemies, it was completed in record time. Time spent in planning and communication pays off in reduced time for execution. As visions go, Nehemiah’s was a relatively short term vision. But as the wall was completed he realized that more building was needed for the people to fully experience all of God’s plans for their spiritual and social life. The initial vision expanded to include a more holistic plan which took much longer than two months to complete.

Leaders often underestimate the time needed to complete the work on the vision. What is crystal clear in their minds appears to be a quick job to complete. Servant leaders recognize that even with God’s blessing and direction working with people to accomplish God’s vision is the work of a lifetime.

Servant leaders view time as a precious gift of God, given to accomplish His vision. They do not frantically rush to conquer self-imposed deadlines, nor do they ignore the passing of time. Like Nehemiah, they carefully use time to accomplish their vision. Don’t rush your vision. Give it time.

For further reflection and discussion:

• How does my culture view time and in what ways it is consistent/inconsistent with God’s view of time? (Ask yourself if your culture most values tasks or relationships, whether you think in terms of deadlines or assume that there will always be a tomorrow.) What adjustments do you need to make to lead like Jesus?
• Have I allowed time for the vision to develop in my heart? To plan completely and communicate to others? Do I have a realistic view of how long it will actually take to achieve the vision? If not, what changes is God inviting me to make?
• Have I become discouraged with how long it is taking to accomplish the vision? What have I learned from Nehemiah that can encourage me to continue?

In the last three issues we examined the “big three” sins of the tongue: Talking too much, lying, and gossiping. James reminds us that as leaders we are held to a higher level of accountability because of our influence (James 3:1). So, let’s conclude this series by looking at five practical steps we can each take to change our tongue.

Confess our sin.

Sins of the tongue are common to every tribe and nation and someone has pointed out that every tongue is the same color! We must stop calling gossipping, lying and talking too much a ‘weakness’ or a ‘problem’ and call it what God does, sin! When we confess it as sin, there is biblical cleansing (1 John 1:9).

Look at our heart.

When we have a problem with our tongue, the root of the problem is our heart. Luke 6:45 concludes, “For out of the overflow of the heart the mouth speaks.” We hurt others with our words because we lack love; we gossip because we lack respect for our brother; we lie because we want others to think well of us. Let God deal with our heart before we try to change our tongue.

Memorize the Word.

The best way that I know to change our heart is to get the Word of God deep inside us through memorization and meditation (Psalms 119:9-11). Memorize verses that deal with the specific problem you have. If it is lying, memorize verses that speak of lying. If it is gossip, memorize verses that deal with that subject. The Word of God will begin to change your heart and your tongue will follow.

Ask forgiveness when we fail.

When we sin with our tongues it is very helpful to humble ourselves and use the same tongue to ask forgiveness from those we have hurt (James 5:16). The seven hardest words to say are “I was wrong, will you forgive me?” But do it today. The pain of confession is a powerful incentive to change!

Be patient.

Change takes time. Our speech will not change completely overnight, although it can begin to change tonight! Some of our habits and patterns of speech have taken years to develop and will take some time for God to change in us. But, change is possible! Philippians 1:6 says, “He that began a good work in you will carry it on to completion until the day of Christ Jesus.” Let Him begin that good work on your tongue today.

God is still working on me and my tongue is not always under the control of the Holy Spirit. But He has radically changed the way I use my tongue in the past 20 years! Take a moment as we come to the conclusion of this year to reflect on ways that God wants to change your tongue. Use the questions for reflection below to continue your journey.

For further reflection and discussion:

• Take a moment to review the previous three issues on the “big three” sins of the tongue. Which one is the biggest problem for you? __________
• With this sin in mind, work through the five steps in this lesson. I suggest that you write out a confession and identify the heart issue which is at stake. For example, “I confess that I sin by talking too much. This flows from the pride in my heart. I ask you to forgive me for this sin and give me the grace to change. I commit myself to memorize the following verse (insert the verse) and will ask forgiveness from _______ and ______ (insert names). Today will be a turning point for the way I use my tongue and I trust God to help me complete the journey.”

Moses’ life and leadership took a dramatic change after his first attempt at leadership. Pharaoh discovered the murder and sought to kill Moses. So “Moses fled from Pharoah and went to live in Midian…” (Exodus 2:15b) Picture the transition. Moses goes from being “powerful in speech and action” (Acts 7:22) to being an unknown stranger in the desert. One day he was a privileged member of the ruling family in Egypt; the next, a fugitive on the run. One day he had servants at his disposal; the next day there was no one who paid any attention to his needs. For the next 40 years Moses lived in the desert as a shepherd, as God prepared him to be a servant leader. As we observe what happened to Moses in the desert we can gain valuable principles about how God prepares servant leaders.

Preparing servant leaders requires character development.

Moses didn’t become the meekest man on earth in the palace; he developed this characteristic in the desert. God took this time to strategically shape the character of Moses. In the desert his royal titles didn’t matter. His ability to navigate the halls of the palace didn’t help find his way to the watering hole. His education at this point seems to have been wasted. It is a time of breaking and humbling for Moses. God is preparing him for the challenges of leading a nation where his character would be sorely tested. He needed to be able to handle miraculous power without pride, he would need to withstand tremendous opposition and rebellion without retaliation. This time of character training was so effective that in the rest of Moses’ life and leadership we only find one time when he failed in a test of his character. God shapes our character over time by allowing us to go through our own times of testing. He is more interested in a strong foundation than a polished exterior.

Preparing servant leaders requires acts of service.

Moses had learned the art of taking life in Egypt. Now he needed to learn the skill of care and nurture. He learned to serve others, not through heroic actions but through small acts of sacrifice. His heart to serve leads Moses to rescue the daughters of Midian and water their flocks. From that act God gives him a wife and then children, more great opportunities to learn to serve others! The act of shepherding for years must have taught Moses a lot about looking out for the needs of the sheep, protecting them from danger, finding food for their physical needs and nurturing those who were weak or sick. Those whom God will use as servant leaders must learn how to serve others. Those who are not willing to pay the price of obscure acts of service are not capable of leading from the top with a servant heart.

Preparing servant leaders requires time.

40 years is a long time! Wasn’t there a faster way for God to teach Moses all He wanted him to learn? We live in a modern world where we want instant results and expect leaders to develop quickly. But leadership development is a process that takes time and there are no shortcuts for God’s preparation process.

As harsh and uncomfortable as the desert must have been for Moses, it is the place God chose to prepare him. Many other biblical leaders including Elijah, David, Jesus and Paul spent transformational time in isolation. Leadership maturity is forged on the anvil of difficulty and servant leaders allow God to complete His work in the desert.

After 40 years as a shepherd, Moses was ready for the call that would transform his life. We’ll look at that in our next issue.

The background reading for this issue is: Exodus 2:15-3:1.

For further reflection and discussion:

• Are there areas of your leadership in which you sense that the foundation is not strong enough to support the role you are carrying? What can you learn from Moses’ preparation that can help you?
• If you sense that you are in a stage of preparation for leadership, reflect on what God is doing. What areas of character is He working on in your life? What acts of service is He calling you to do that will go unnoticed by others?
• Read the accounts of other Biblical leaders who had wilderness experiences in 1 Kings 19; 2 Sam 1, Matthew 4, and Gal. 1: 17-18. What do you learn from their experiences that is helpful for your own leadership?

In the previous issue we examined the need to think about change. Now, let’s talk about what it means to put those thoughts into action, leading for a change! The word CHANGE is a roadmap that will guide you as you lead change in your business, church, or community.

Communicate vision.

Leaders share the vision with others allowing them to see the need for change in a way that inspires action. They communicate clearly, convincingly, and continually. Servant leaders are honest about the cost of change and the results of failure to change but are also able to paint a compelling picture of what will happen when change is accomplished. They create a sense of need, urgency and hope that things can be better. This hope is the great motivator that inspires action.

Honor people.

Servant leaders guide the process of change to develop others and to reach the objectives of the group, not simply to feed their own ambitions for success. They honor others in the process of change by identifying key influencers that will help bring change and allow them to influence those who respond more slowly.

Anticipate resistance.

Don’t expect everyone to jump up and down when you announce change! Change is often accompanied by a fear of loss which may be loss of the familiar, a sense of identity, or loss of traditions and history. Look for it in advance, identify those who will be most likely to resist the change, and find ways to work with them.

Navigate the process.

Leading change requires leaders who know where they are going and what steps will be required to get there. They communicate this process, get involved in it, and keep people focused on the goal as they move through the changes. Servant leaders not only develop a plan of action, but model the change and build momentum by beginning with small steps that show how things can improve and celebrating all victories.

Give time.

True change always takes time and usually longer than the leader expects! Servant leaders recognize that it takes longer to lead through a change process than to begin something new and they love people enough to patiently walk through the process. One experienced executive was often heard advising staff, “Make haste slowly.”

Evaluate effectiveness.

Good leaders are not afraid to ask tough questions to evaluate their effectiveness. Not only do servant leaders objectively measure success, but they are willing to ask if they have honored people in the change process.

Leaders are not needed to maintain the status quo; managers can handle that function. But when change is needed, servant leaders step up to the challenge, issue a call for change, and guide others through the process. God will use you to bring change, serve others by doing it well!

Until next time, yours on the journey,

Jon Byler

For further reflection and discussion:

• What significant change is needed in my organization?
• What is my motive for change? Is it serving my own agenda or the needs of others?
• Who are the opinion leaders who will need to change before others follow? How will I honor people as I guide this process of change?
• How much time do I anticipate that the change will require?
• What do I need to do to navigate the process for others?