We have already looked at several biblical ways that leaders were chosen in the book of Acts. Some leaders were chosen by divine commissioning. Others were chosen by the people while some were simply appointed by the founders. In some cases, there was a mix of different methods. Now we will examine a final way that leaders were chosen, best illustrated from the life of Paul. “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).

What was happening in this situation? Paul was raising up leaders and developing Timothy and Erastus. Then he sent them to lead in Macedonia. Servant leaders can learn from Paul to choose leaders by developing people.

The process of choosing by people development. How did Paul choose leaders by developing people? Paul’s DNA included a passion for church planting but the fuel for his amazing impact was his pattern of multiplication and people development. Everywhere he went he went with a team of people that he was developing. He chose leaders from those he had developed. This process of developing and commissioning people as leaders is one of the reasons for the Apostle Paul’s lasting influence on the church.

It appears that Paul was not developing people for specific positions, he simply developed people, then chose them for roles that suited their calling. (See Acts 18:19 for another example.) Some may argue that they were not given official roles or positions of leadership. But Paul sent them with the authority to lead and act on his behalf.

Servant leaders see the process of people development as a part of their call from God. They recognized that our world needs leaders and they seek to develop them with or without positions. Developing others is at the heart of servant leadership.

The power of choosing by people development. This method of choosing leaders has several advantages. This is perhaps the most proactive approach to appointing leaders. The other methods we have examined require a leader to be present and then he or she is chosen.

Paul didn’t wait for leaders to develop, he invested in their lives! As he developed leaders, he had a group from which to select leaders needed for a specific location or assignment. This way of choosing leaders provides much time for the potential leader to be well known by the current leader. No interview is needed, they have been working closely together for a long time! There is a strong relational bond between Paul and those he developed.

Servant leaders acknowledge the power of choosing leaders from those they have developed. They see the way this can multiply leaders for God’s purposes, and they follow Paul’s example by investing in developing those around them.

 The pitfalls of choosing by people development. There can also be challenges with this approach. Some leaders may develop people only to fill their own agendas or to accomplish their own visions. This is ultimately a selfish motive and may lead to unhealthy patterns of relating. Another danger is that a leader may not look beyond the persons he or she knows personally when selecting a leader. They may overlook others with great potential. Servant leaders wisely avoid the pitfalls of choosing by developing people as they follow the example of Paul.

Servant leaders see the option of choosing by people development as one of the ways God can direct the building of their team. But they continually seek God’s direction for the process of selecting leaders. They seek to follow His direction in every situation and are careful to recognize that at different times, God may lead in a way that is not their preferred method. They acknowledge that there is more than one biblical way to choose leaders.

Until next time, yours on the journey,

Jon Byler

For further reflection and discussion:

• How have my previous experiences and the thinking of those around me shaped my view on whether or not choosing by people development is a good way to choose leaders?
• How likely am I to use choosing by people development to choose a leader? If I am very likely to use it, have I consciously avoided the pitfalls of this method? If I am unlikely to use it, in what ways might God be calling me to consider this method as a practical option for my situation?
• In what situations might choosing by people development be the best choice for me to choose leaders? In what situations might choosing by people development be a poor choice for me?        

(To fully comprehend the methods Paul used to develop others, there will be a future series on this subject.)

In the next issue, we’ll examine The ABC’s of Transition!

Leaders who learn to receive God’s grace and integrate grace into their daily lives are then ready to share this grace with others. As they do, they recall the words of Paul:  

For it is by grace you have been saved, through faith—and this is not from yourselves, it is the gift of God—not by works, so that no one can boast. For we are God’s handiwork, created in Christ Jesus to do good works, which God prepared in advance for us to do (Ephesians 2:8-10).

Servant leaders rejoice in God’s grace to them. They marvel at His goodness to call them to lead others. And they learn to extend God’s grace to those they lead. How do servant leaders share grace with those who follow?

Servant leaders envision followers with grace.

When servant leaders look at their followers, they do not only see workers who will help them accomplish their vision; they see future leaders by God’s grace! They see potential. They see a future. They do not only see the flaws. They see what could happen with the power of grace. They see men and women upon whom God’s grace can work to also do what He “prepared in advance” for them to do. Servant leaders see others through the eyes of God’s grace.

Servant leaders expect followers to need grace.

Servant leaders have learned that they need God’s grace in their own lives, so they are not surprised when their followers need grace! They see themselves as Paul explained in the next chapter of Ephesians: I became a servant of this gospel by the gift of God’s grace given me through the working of his power. Although I am less than the least of all the Lord’s people, this grace was given me: to preach to the Gentiles the boundless riches of Christ, (Ephesians 3:7-8).

Since servant leaders have learned to find their own identity in God’s grace and not in their works, they expect that their followers will also need grace.

Servant leaders extend grace to those who follow.

Leaders who have not experienced God’s grace strive to do good in their own strength. They measure themselves by their performance. And they do the same with their followers. They point fingers of guilt, judgement and shame. They read the policy handbook loudly and underline rules that are broken! They cannot acknowledge their own failures.

But servant leaders know they need grace and can extend it to those who follow. Servant leaders do not beat their followers with lists of “do’s and don’ts”! They don’t use shame to control behavior in others. They invite others to see God’s great grace.

Grace allows a servant leader to forgive the mistakes of a follower. Grace allows a servant leader to say, “I know you failed, I have also. God’s grace will help you make it.” Grace allows the servant leader to give second chances.

This doesn’t mean that there is never a time for a servant leader to correct, rebuke or release a follower. But it means that the overall tone of their leadership will be a posture of grace. Because they know they need grace, servant leaders can pass it on to others. Servant leaders lead with grace by sharing God’s grace.

Sharing grace profoundly shapes the way we lead. Servant leaders approach leadership as one sinner saved by grace, leading another sinner in need of the same grace. Servant leaders receive God’s grace, they learn to live in it, and then they share it with those they lead. They become like Jesus, leaders “full of grace.”

Until next time, yours on the journey,

Jon Byler

For further reflection and discussion:

• Do I see those I lead with grace, as they can become with God’s help? Or do I see others as they are and hopeless? How could what God has done in my own life shape what I expect in others?
• When those who follow me make mistakes, what is my default response? Does it reflect grace? Am I able to treat others when they make mistakes like I want God to treat me when I make mistakes?           
• Would my followers describe me as a leader “full of grace”? Why or why not? What can I do to become more like Jesus in this area?

Copyright, Global Disciples 2019.

Leaders are people of action, and are usually on the move. But great leaders also know when it’s time to move on! Paul visited believers in the city of Tyre on his way to Jerusalem. After sighting Cyprus and passing to the south of it, we sailed on to Syria. We landed at Tyre, where our ship was to unload its cargo. Finding the disciples there, we stayed with them seven days. Through the Spirit they urged Paul not to go on to Jerusalem. But when our time was up, we left and continued on our way. All the disciples and their wives and children accompanied us out of the city, and there on the beach we knelt to pray. After saying good-by to each other, we went aboard the ship, and they returned home (Acts 21:3-6). Paul enjoyed the week with the disciples, “But when our time was up, we left…” In this short phrase Paul helps all servant leaders realize that they need to know when it is time to move on.

It’s time to move on when staying keeps us from better things.

Paul was certainly doing good things with the disciples. He taught, encouraged, and strengthened them. But he also realized that if he stayed he would never make it to Jerusalem and that was his mission. It is easy to be content doing good and miss the best. Servant leaders acknowledge that when the good keeps them from the best, it’s time to move on.

It’s time to move on when results decline.

During his stay Paul heard the voices that urged him not to go to Jerusalem. We don’t know if Paul was beginning to waver in his resolve to go to Jerusalem. But he seemed to know that staying would not bring the results he hoped for and it was time to move on. Leaders focus on results and often begin programs, products, committees, or procedures that at first produce good results. But with time the results may change and the intended purpose is no longer met. Servant leaders recognize that when results no longer justify the activity, they must move on to other things. The committee or product may need to be stopped. This doesn’t imply that we should easily give up when results are not what we expected. God may ask us to plant seeds that take years to bear fruit. If this is your situation, keep working in obedience and persevere. But if we are simply doing things because we did them in the past, it’s time to reevaluate. Servant leaders are willing to take a hard look at results to see if it is time to move on.

It’s time to move on when staying hinders the growth of others.

Paul’s visit was to encourage and build up the leaders in Tyre. This is one of the most significant tasks of all servant leaders. But as these leaders grow and develop there will come a time that the best thing we can do for them is to move on. Servant leaders are willing to get out of the way and let the emerging leaders run with the vision! For some leaders this may produce fear or anxiety and certainly there is high risk involved. But it is better to sense the right time to move on than it is to wait for death to move us on! This does not mean that all our goals are met or there is nothing more to do, but it means that it is time to hand over to others and move on. Paul wisely knew that his time was up and he moved on, trusting that the work of God would continue in the lives of those he left in Tyre.

Moving on is not always easy. It often means leaving the security of what we know or a place of comfort. There is risk involved when we move on from what is known to that which is unknown. But servant leaders say with Paul, “When our time was up, we left.” They focus on priorities, evaluate results, and release power to others. They risk moving on for the sake of the kingdom.

For further reflection and discussion:

• Are there things that I am doing which are good, but which keep me from doing better things? What needs to change for me to move on?
• What results are most critical for me as a leader? Am I getting the results I expect from the programs, products, and activities in which I am engaged? Are there activities that have stopped producing results which I need to stop? What keeps me from moving on?
• Are there people under my leadership that would grow more quickly if I would move on? What in my heart keeps me from moving on? Am I actively equipping others to carry on after I move on? How can I be more strategic in this activity?
• Are there compelling reasons for me to stay where I am right now in my life and leadership? If so, what signs would indicate that it is time for me to leave? If not, what keeps me from moving on?

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

His legacy prepared leaders for Jesus.

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

His legacy persuaded followers for Jesus.

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

His legacy positioned the nations for Jesus.

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

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

For further reflection and discussion:

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

John the Baptist did a great job of calling and empowering a team around him. But his true greatness as a servant leader is found in the way he released leaders. Many leaders are able to raise teams; few are willing to release them! But John released his team. The next day John saw Jesus coming toward him and said, “Look, the Lamb of God, who takes away the sin of the world! This is the one I meant when I said, ‘A man who comes after me has surpassed me because he was before me.’ I myself did not know him, but the reason I came baptizing with water was that he might be revealed to Israel.” Then John gave this testimony: “I saw the Spirit come down from heaven as a dove and remain on him. I would not have known him, except that the one who sent me to baptize with water told me, ‘The man on whom you see the Spirit come down and remain is he who will baptize with the Holy Spirit.’ I have seen and I testify that this is the Son of God.” The next day John was there again with two of his disciples. When he saw Jesus passing by, he said, “Look, the Lamb of God!” When the two disciples heard him say this, they followed Jesus (John 1:29-37). John released his disciples! John saw three things that freed him to release leaders and shows all servant leaders how to let go!

John saw his mission with precision.

“the reason I came baptizing with water was that he might be revealed to Israel.” John knew why he was a leader. It was not about his gifting and calling; it was far greater than that. He was called to reveal Jesus to others. Part of that calling was to build a team around him, and he did it well. But he understood that his mission was a part of a greater purpose. So, he could release his disciples. His mission was crystal-clear. It is easy along the way to lose the focus of our mission. We might begin with a call to exalt Christ in our church, our business, or our profession. But with time, we begin to focus on the tasks and outcomes more than the central mission. When we focus more on our own team than the overall mission we will not release leaders to go elsewhere. Servant leaders are passionate about their vision but recognize that it is only significant as a part of a bigger mission. They understand that the Great Commission will not be fulfilled until leaders release leaders.

John saw his men with perspective.

John was there with “two of his disciples.” Every leader loves to stand with “their team.” It feels good to see the way they have developed and the maturity in their lives. We all like to introduce “our” team. But John saw his leaders in a different light. He saw them as men who were given to him for a time to shape and mold. He invested heavily in their lives and they were precious to him. But he knew that they were not ‘his’ disciples. Ultimately they belonged to Jesus. As the team leader, John was only a steward of these men for a time. There was also a time to release them. This perspective allowed John to let them go, and they joined Jesus’ leadership team. He considered it an honor to release to Jesus’ team men that he had been able to shape and prepare for that role. Servant leaders love their leaders dearly, but hold them loosely. Servant leaders see their team, not as ‘theirs’ but as ‘His.’

John saw his master with passion.

John saw Jesus and said, “Look, the Lamb of God!” He recognized that although Jesus was younger, He was present as someone greater. John was great, but Jesus was the master. John’s passion for Jesus enabled him to release his disciples. One glimpse of Jesus is enough to change our perspective about “our” team and our desire to be in charge. Leaders love to lead, but when servant leaders fully see who Jesus is, they humbly acknowledge that He is in charge.

Servant leaders build teams with confidence and skill but, like John, freely release them when Jesus needs them on someone else’s team.

For further reflection and discussion:

• How does my mission fit into the larger picture of God’s mission in the world? In what way has God positioned me to reveal Jesus to others? How well do I keep this in perspective when I think about my team?
• Do I obtain a sense of significance by having a team I call my own? What does this say about my heart? What difference would it make for me to see my team as really belonging to Jesus and available for His purposes?
• Do I see Jesus or myself as the master of my team? In what ways does this impact how I lead?
• How do I know when Jesus is calling one of ‘my’ team to another work? Am I open to hearing or seeing the signs of His call? Is there someone now that needs to be released?
• In the past, when team members have left my team, how did I release them? After reflecting on John’s willingness to release leaders, are there steps I should take to strengthen any of these relationships?

We usually think of John the Baptist as a prophet and preacher, raising his voice alone in the desert. But an integral part of his ministry was identifying and raising leaders around him. Although we don’t have much information about John’s disciples, a careful reading of his story shows that John called and equipped a team around him. Consider these glimpses into his leadership team: Now John’s disciples and the Pharisees were fasting. Some people came and asked Jesus, “How is it that John’s disciples and the disciples of the Pharisees are fasting, but yours are not?” (Mark 2:18). One day Jesus was praying in a certain place. When he finished, one of his disciples said to him, “Lord, teach us to pray, just as John taught his disciples” (Luke 11:1). When John heard in prison what Christ was doing, he sent his disciples to ask him, “Are you the one who was to come, or should we expect someone else?” (Mt 11:2-3). Like Jesus, John preached to crowds, but raised a few leaders called disciples. He poured his life into a few leaders and teaches all servant leaders to do the same.

John engaged leaders.

We don’t know how John called them or how many there were. But it is clear that he called a significant team of leaders. John’s vision was to turn the nation around and he knew he could not do that alone. He knew that he needed a team and recognized that a part of his calling was to identify, equip, and empower other leaders. His disciples were his leadership team. They responded to his call, embraced his vision, and devoted themselves to his cause. Servant leaders realize that they cannot do all the work. They are willing to work hard, but they don’t do all the work. They understand their role is to identify others around them who will help carry out the vision. They deliberately and strategically engage others on their teams. Servant leaders humbly acknowledge that their gifts alone will not achieve the vision and they need the strengths of others to complement their team.

John equipped leaders.

We do not have a lot of information about what John did to train his team of leaders. But it is clear that he invested in their personal development. He taught them to pray and they fasted “often” (see Luke 5:33). He taught them the spiritual disciplines he had learned in the desert and which they also needed. He invested time in their lives even when it might have been easier to do the work himself. John was intentional about developing his team and he reproduced himself in their lives. Servant leaders invest in others not only because they want a team around them but because they see the potential in the lives of others. For servant leaders, equipping others is about more than accomplishing their vision, it is about releasing the potential in others. So they invest in the development of their team. They teach, correct, evaluate, and encourage as a part of the equipping process. Servant leaders acknowledge that the measure of their success is not only in what they do but who they equip.

John empowered leaders.

As John equipped his leadership team, he also gave them power to help in significant ways. Crowds of people came to hear John and he surely empowered his team to help as he taught and baptized. We know that Jesus’ disciples actually baptized, and it is likely that John’s disciples also helped him in this way. They engaged in conversation with others, which in one instance (see John 3:25) led to an argument over religious practices! When John was in prison he trusted his disciples to go and ask Jesus if He was the one they were waiting on. After Herod murdered John, his disciples came and buried him. In these ways, it is evident that John not only equipped his team, but empowered them to contribute in meaningful ways. As a servant leader, he recognized that as other leaders develop and grow they need to be empowered to make significant contributions to the team. Servant leaders seek not to gain power, but release power to others. John did it well and left an example for us to follow.

For further reflection and discussion:

• Who is on my leadership team at home, at my business, profession or church? Have I deliberately selected others to take the journey with me? Do they know I have chosen them? Have they embraced and share in my vision? Do I have people on my team that can complement my weaknesses? What steps can I take today to let my team know how much I value them?
• What is my plan for equipping my team? Have I made it clear that I am committed to their growth and development even beyond their tasks on my team? Have I invested time and money into their growth? Am I thinking of next steps for each of my key leaders and working with them to become more effective leaders?
• Do my leaders feel increasingly empowered in their roles? Am I giving them more and more difficult assignments and trusting them to complete the work? When they fail, how do I respond?

It was time for a promotion! The king was so impressed by Daniel’s ability to interpret his dream that he placed Daniel in a high position and lavished many gifts on him. He made him ruler over the entire province of Babylon and placed him in charge of all its wise men (Daniel 2:48). What a great reward! For many leaders, the story would end with this as they enjoy the fruit of their leadership. But Daniel was not an ordinary leader, and the story continues: Moreover, at Daniel's request the king appointed Shadrach, Meshach and Abednego administrators over the province of Babylon, while Daniel himself remained at the royal court (Daniel 2:49). Daniel’s action reveals that servant leaders don’t just take a journey; they bring others with them on the journey! He was not satisfied to travel alone or to take all the credit for what God had done. So, at Daniel’s request the king appointed his three friends to administrative positions. Daniel brought his friends along on the journey because he saw four things.

Daniel saw position as opportunity to influence.

Daniel didn’t take a lot of time enjoying the gifts of the king. Rather, he recognized that his promotion was simply another opportunity to be a blessing to more people, first to his teammates and then to the nation. His first request of the king was the promotion of his three friends. Servant leaders continually recognize that God places them in positions of influence to advance God’s purposes in the world. Whether the servant leader owns a business, serves as church leader, or leads a family, classroom or school, the leader sees the position as an opportunity for influence.

Daniel saw his victory as a team victory.

Daniel was clearly the leader but he was not alone. He had a team. His victory was a team victory. His name was on the book but Daniel was not alone. Before the dream was revealed, Daniel asked his three friends to join him in fervent prayer and God answered their prayers. Daniel alone went to interpret the dream, but he remembered that others also played a part in the success, and he would not leave the rest behind when he was promoted. Servant leaders freely acknowledge the role others play in their success and see every victory as a team victory.

Daniel saw the gifts of others.

Daniel was gifted and in many ways ahead of everyone else. He clearly had the gift of interpreting dreams. Still, he recognized that others also had gifts. He asked for an opportunity for his teammates to lead because he saw past his own gift to see theirs. They had also been trained in the same program as Daniel and were apparently gifted in administration. Many leaders focus on their own giftedness. It is obviously good to develop one’s own gifts, but the best leaders seek to recognize and affirm the gifts of others. Servant leaders focus on others, and Daniel challenges each of us to look around us and see the giftedness of those on our team.

Daniel saw that power was to be shared.

Some leaders grasp power for themselves and fight others to get as much power as they can. They see power as a limited resource and want to get as much as possible. Daniel, as a servant leader, saw power as something to be shared and knew that sharing power would not diminish his own worth. He would remain “at the royal court” as the second in command. Servant leaders lend a helping hand to developing leaders. They pull others higher by sharing power. In doing so, the servant leader does not reduce his influence; rather it increases. Servant leaders recognize that power shared is power multiplied.

Follow Daniel’s example and find others to bring with you on your journey!

For further reflection and discussion:

• Think about your current position. In what way has God provided opportunities for you to influence from this position?
• Who assisted you in reaching your current leadership role? Have you expressed your appreciation to them and acknowledged the role they played in your development?
• Reflect on a recent victory in your leadership journey. Who else played a role in your success? What have you done to acknowledge their contribution?
• Think about others on your team. What gifts does each one possess? In what ways have you encouraged the development of these gifts?
• In what practical ways can you share your power with others this week? What will happen in your leadership as you empower others?

Great leaders equip and release others to accomplish good things, but not many leaders see the connection between their equipping and the Great Commission. In the last issue we noted that servant leaders see the need for workers to accomplish the ultimate task of leadership and join in prayer that God will raise up those workers. They know that their own leadership is directly connected to Jesus’ words, "All authority in heaven and on earth has been given to me. 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, 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). Servant leaders equip workers to fulfill this call.

Servant leaders equip workers by identifying calling.

Great coaches identify the strengths of each of their players, and leaders identify the unique calling of everyone on their team. Some do this for their own benefit and to accomplish their own objectives, but servant leaders realize that since God has called each person to be a part of the Great Commission, their role as leaders is to help their followers identify their specific calling. Some will be called to plant churches among the unreached or to church leadership. But others will be called to shape the life of a young man in the community by coaching the football team; others will be called to excellence in the teaching profession and others in business. In any realm, servant leaders recognize that the gifts of those whom God has entrusted to their leadership are ultimately about discipling the nations and bringing God’s rule into their sphere of influence. Church leaders see their members as workers for the Great Commission. Likewise, business owners see their workers as either potential followers of Jesus or disciple-makers called to participate in the Great Commission. All servant leaders use their influence to help those under them see this reality.

Servant leaders equip workers by developing gifts.

Identifying gifts helps to focus potential in a certain area, but every person can develop these gifts to be used more fully for the advancement of God’s Kingdom. Servant leaders see their role as helping to “prepare God’s people for works of service” (Ephesians 4:12). They encourage, correct, train, and provide opportunities so that those under their leadership will become more effective and focused on doing their part of the Great Commission. This role of equipping will greatly strengthen the local church, the business, or the classroom where the servant leader is working. But servant leaders see equipping as a way to fulfill the Great Commission. Every person and every gift is needed for the fulfillment of Jesus’ commission and servant leaders equip followers to do their part.

Servant leaders equip workers by expecting obedience.

Jesus made it clear to His leadership team that their work is teaching them to obey everything I have commanded you. Servant leaders seek to bring every person on their team to a greater level of obedience to the commands of Christ. This includes how they talk, relate to authority, handle finances, care for their bodies, treat their environment, and share with the needy, as well as how they fulfill the Great Commission. Servant leaders measure their success not by the size of their team or the financial strength of their organization, but by the amount of increased obedience to the call of Jesus. Think about your team. Are they growing in obedience?

Servant leaders continually look at their world of influence and ask, “How can I use my influence to bring more people to Jesus, how can I disciple them and equip them to be a part of what God has created them to do?” Servant leaders recognize that their equipping is for an ultimate goal: bringing the nations to Jesus.

For further reflection and discussion:

• How would you rate your effectiveness as a leader who equips others? Reflect on the purpose of your equipping; is it to accomplish your own goals or God’s goals for those you lead? What difference will it make in your day to day leadership if you focus on equipping persons to fulfil the Great Commission?
• If you are in business leadership, how does your business help fulfill the Great Commission? What impact does your business have on individuals who work with you? Think about your suppliers and customers. How are your profits used for Great Commission work? Do you see those who work for you as either potential disciples or disciple-makers whom God has entrusted to you for equipping? What difference would it make if you saw them this way? How can you communicate this to them? What does obedience mean on your team?
• If you are a church leader, in what specific ways are you helping your members be more faithful to the Great Commission? Are you actively equipping them to walk in obedience to all the commands of Jesus? In what ways have you focused on building your own church instead of strengthening God’s kingdom? What changes do you think God is calling you to make?
• Reflect on your leadership at home. As you equip your children, are you thinking of preparing them to be workers for the Great Commission? What difference would this make in your training?

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

Be quick.

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

Be prepared.

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

Be clear.

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

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

For further reflection and discussion:

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

Lead with your ears, follow up with your tongue, and let anger straggle along in the rear (James 1:19, The Message). We have looked at several aspects of what it means to lead with our ears, now we’ll focus on how servant leaders can become better listeners. Jesus instructed, “Therefore consider carefully how you listen” (Luke 8:18). How can servant leaders become better listeners? Here are six basic skills needed to LISTEN well.

Look at the person who is talking.

Make eye contact. As much as is culturally appropriate, don’t be afraid to look someone in the eye. Looking at a person communicates to the person that you value and are interested in what he/she is saying. Further, it helps us to focus on what is being said instead of being distracted with other things. When we don’t look at a person in the eye it indicates insecurity in ourselves or indifference to the other person.

Intend to understand.

As we saw in the last issue, hearing and listening are two very different things! Hearing is a reflex; listening is intentional. Servant leaders increase greatly in their capacity to listen by simply taking the mental step of intending to understand every conversation. This means we not only seek to understand the words that are spoken but we also want to listen with the intent to fully understand what the other person is seeking to communicate.

Summarize.

It is crucial in listening that we stop and repeat what has been said to ensure that we are hearing correctly. For example, after listening, you can summarize by saying, “I believe what you have said is ….” You may need to ask questions to clarify. For example, “Do I hear you saying…” or “Is this what you mean?” Servant leaders do not assume that they have understood; they make the effort to summarize to make sure.

Take time.

It takes time to listen, take it! Servant leaders recognize that this is not a waste of time but an investment of time and are willing to make it a priority. If this concept is new to you, start with a goal of listening to someone for 5 minutes. Ask questions where necessary to gain understanding, but refrain from speaking your own thoughts. You’ll be surprised at what you can learn in 5 minutes. Try it!

Encourage openness.

Communication involves exchanging thoughts and ideas and can be done at many different levels of transparency. Servant leaders recognize that the goal in listening is to maximize openness. They encourage this by listening with the intent to understand, not being judgmental, offering encouragement wherever possible, and being genuine and vulnerable themselves.

Notice body language.

The body often speaks louder than the mouth! Servant leaders learn to listen not only to words but also to what is being communicated through the other person’s body. Their body language may indicate nervousness or that they are in a hurry or distressed. Servant leaders “listen” to the way they are sitting or standing and what they are doing with their hands seeking to understand all that is communicated.

Listening is both an attitude of the heart and a skill that can be developed by anyone who is willing to put forth the effort to be a better listener. Servant leaders practice the advice of Job, “Listen carefully to my words; let your ears take in what I say” (Job 13:17). As they listen carefully, they learn to lead with their ears. Leaders who lead with their ears are always facing the right direction!

For further reflection and discussion:

In what way does my personality make it easier or more difficult to listen?

How well do I listen at home? In my workplace? To those in authority over me? To those under my leadership? To God? Reflect on any differences you see in these areas. What is God inviting you to do to more consistently listen in all spheres of your life?

Evaluate yourself in each of the skill areas mentioned in this issue. On a scale of 1 to 10 with 10 being perfect, how well do you:

• _____ Look at the person who is talking
• _____ Intend to understand
• _____ Summarize.
• _____ Take time
• _____ Encourage openness
• _____ Notice body language

Reflect on your answers and develop a plan of action to improve in the areas which most need attention.