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

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

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

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

Vision clarity brings flourishing by providing purpose.

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

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

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

Vision clarity brings flourishing by stirring passion.  

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

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

Vision clarity brings flourishing by encouraging perseverance.

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

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

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

For further reflection and discussion:

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

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

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

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

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

Until next time, yours on the journey,

Jon Byler

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

Successful leaders maintain a laser focus on the organization’s success and ensure everyone is aligned with accomplishing the mission. This is the third action of the Serving Leader Model®, Blaze the Trail (*see note). This action reflects what organizations do—their mission. Faith leaders, like Paul, see their organization as a part of God’s plan to make the world a better place so they have added reason to carry out the mission. Consider these verses reflecting Paul’s leadership:

¹⁵ Neither do we go beyond our limits by boasting of work done by others. Our hope is that, as your faith continues to grow, our sphere of activity among you will greatly expand, ¹⁶ so that we can preach the gospel in the regions beyond you. For we do not want to boast about work already done in someone else’s territory (2 Corinthians 10:15-16, NIV).

Therefore, since we are surrounded by such a great cloud of witnesses, let us throw off everything that hinders and the sin that so easily entangles. And let us run with perseverance the race marked out for us, (Hebrews 12:1. **see note).

Paul helped his team focus on the factors that were critical to the success of the mission.   

Paul clarified key success factors.

Paul’s mission was clear: to preach the gospel, especially in “the regions beyond” where there was no church. He defined both his objective and the geographical area in which he would focus. This was his unique contribution to the growth of the church. Every leader and every organization has a unique contribution to make to the world, a “special sauce” that makes their organization distinctive. Some leaders, especially founders, understand this intuitively but don’t know how to clarify this for their team. But serving leaders make these factors clear to everyone on their team. They are able to state with confidence, “These are the things that make us unique.”

Paul taught for success.

Paul calls his followers to “run with perseverance the race marked out for us…”  The markers along the way show the runners where to focus. Paul devoted his life to training others how to achieve the mission. Leaders who Blaze the Trail mark the path of success so that others can follow along behind them. They establish standard patterns of operation that can be taught to new team members.

Some leaders expect team members to figure out on their own how to succeed but serving leaders take time to teach what is needed. They are able to say with conviction, “These are the actions we take to succeed and this is how we do it.”

Paul removed obstacles to success.

Paul does not want anything to hinder the focus on the mission. He urges, “let us throw off everything that hinders and the sin that so easily entangles.”  Great leaders name the obstacles to success and do whatever it takes to remove them. They work hard to eliminate wasted time and energy. These obstacles may include lack of training, missing information or necessary equipment, distractions, unnecessary paperwork, wasted time and energy, etc. Some of these activities may be good things, but when they keep people from success, they need to be removed.  Some leaders press workers for success but do little to help them remove obstacles. But serving leaders aggressively look for and remove obstacles from their teams.  They are able to say with courage, “These things will keep us from success.”

 The world needs leaders who “blaze the trail” by showing their teams the way to success.

For further reflection and discussion:

-Do I clearly understand what makes my organization (department, team, etc.) uniquely special? If not, what will I do to clarify what brings us success? Who do I need to talk to? What questions will I ask them?

-How well does my team understand our mission? What can I do this week to remind them of the activities on which we need to focus? 

-How well do I teach my team what actions bring us success? How has this impacted my leadership capacity? In what ways can I strengthen the training processes with those I lead?  

-Take 10 minutes to reflect on waste in the organization you lead. What are the 3 main areas of waste? (See the short list of suggestions above for ideas). What will I do to remove them?  

-In addition to the scriptures used in this issue, read and reflect on how the following passages also illustrate how Paul acted to Blaze the Trail:   Acts 20:20-24; 26:19-20, 2 Timothy 2:2, 22-23; 1 Thessalonians 4:1-11; Philippians 1:27, 3:7-14; 17; 1 Corinthians 4:14-17, 11:1, 15:58; Colossians 1:28-29, 3:2; Galatians 2:7-8; and Ephesians 5:8.

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how Paul build teams based on strengths. 

*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.

**Note: It is not known if Paul was the writer of Hebrews although it was traditionally attributed to him. However, even if Paul was not the author, it was almost certainly written by a close disciple or associate of Paul and was in alignment with Paul’s leadership and teaching.

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

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

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

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

Paul clarified his great purpose.  

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

Paul raised his great purpose high.

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

Paul embedded his great purpose throughout his team.

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

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

For further reflection and discussion:

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

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

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

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

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

Until next time, yours on the journey,

Jon Byler

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

*Note: The Five Actions of Serving Leadership were recognized by Dr. John Stahl-Wert and illustrated in the book The Serving Leader. These actions have been applied by many organizations to integrate serving leadership into everyday leadership practices. See www.CenterforServingLeadership.com for more information.

Nehemiah served the people of Jerusalem by clarifying the vision and calling the people to live by their values. He also demonstrated the third action of serving leaders, Blaze the Trail,  by keeping everyone focused on the mission. Serving leaders clarify for their team what activities bring the success that will accomplish the mission. They ensure that these activities are consistently practiced, and they work to remove any obstacles that would hinder progress toward the mission. One obstacle for Nehemiah was the enemies who wanted to stop the work and distract the workers.    

¹When word came to Sanballat, Tobiah, Geshem the Arab and the rest of our enemies that I had rebuilt the wall and not a gap was left in it—though up to that time I had not set the doors in the gates—²Sanballat and Geshem sent me this message: “Come, let us meet together in one of the villages on the plain of Ono.” But they were scheming to harm me; ³so I sent messengers to them with this reply: “I am carrying on a great project and cannot go down. Why should the work stop while I leave it and go down to you?” ⁴Four times they sent me the same message, and each time I gave them the same answer (Nehemiah 6:1-4, NIV).  

Nehemiah’s response models how serving leaders Blaze the Trail for those they lead.  

Serving Leaders Blaze the Trail by mentioning what matters  

Nehemiah responded to the message by stating “I am carrying on a great project.” He wanted it to be clear to those on the wall and those far away that what was critical was not meetings but putting stones on top of one another!  It was hard, sweaty work but Nehemiah understood exactly what would bring success, consistent focus on laying one stone on top of another! This was all that mattered for the mission to be accomplished. And he gave meaning and purpose to the task by calling it a “great project.”  

Some leaders are not crystal clear on what activities will bring success to their organization. Others understand but have not communicated them clearly to everyone on their team. But serving leaders clarify what brings success and make sure that everyone understands.  Serving leaders mention what matters.  

Serving Leaders Blaze the Trail by minimizing distractions  

The invitation for a meeting came under the guise of finding a peaceful resolution to the nagging opposition. Nehemiah recognized that going to a meeting in a nearby village would be a distraction that would take him away from the work for several days. The distraction may have been an attempt to take his life, or to attack the workers while he was not present. In any case, Nehemiah refused to be distracted. “I…cannot go down. Why should the work stop while I leave it and go down to you?”  

Some leaders allow themselves and those around them to focus on things that are not actually important to the mission of the organization. But serving leaders work hard to ensure that everything they are doing is mission critical and that those working with them are doing the same. They remove obstacles and minimize distractions.  

Serving Leaders Blaze the Trail by maintaining consistency     

Nehemiah’s challenge was repeated four times and “each time I gave them the same answer.” He remained consistent and kept his focus on putting one stone on top of the next.  

Some leaders hold true to their mission for a time, but when there are repeated distractions, they lose their focus. But serving leaders keep themselves and everyone else focused on what really matters to the organization. They don’t stifle innovation, but they insist on doing the right things again and again. They serve with consistency.   

For further reflection and discussion: 

• How clearly do I understand our mission? Do I know what activities bring success to us and what activities are a waste of time? How well do those serving with me understand our success factors? (Use the free tool below to help you with this process.)  
• What things am I tempted to do often that are not essential to our mission? What do I need to do to eliminate them? For those on my team, what distractions do they face and what can I do to remove them?  
• How consistently do I focus on activities that bring success to our organization? How does this impact my leadership?  

• Read the story of Nehemiah and reflect on other ways that he demonstrated this action, Blaze the Trail. (Focus especially on chapters 4 and 6). What do you observe from his life and in what way can you follow his example?     

Until next time, yours on the journey, 

Jon Byler 

In the next issue, we’ll look at ways that Nehemiah built teams by focusing on strengths.   

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

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

All leaders fight battles—but not all leaders know what battles they should fight or how to win the battles. Paul gave Timothy instructions about how to serve others by successfully fighting and winning the right battles.

¹⁸ Timothy, my son, I am giving you this command in keeping with the prophecies once made about you, so that by recalling them you may fight the battle well, ¹⁹ holding on to faith and a good conscience, which some have rejected and so have suffered shipwreck with regard to the faith (1 Timothy 1:18-19, NIV).

¹¹ But you, man of God, flee from all this, and pursue righteousness, godliness, faith, love, endurance and gentleness. ¹² Fight the good fight of the faith. Take hold of the eternal life to which you were called when you made your good confession in the presence of many witnesses (1 Timothy 6:11–12).

Some of Paul’s instructions to Timothy go against the natural instincts of a leader who is faced with a battle. But serving leaders carefully observe what Timothy learned from Paul and learned how to fight by running in the right direction at the right time.

Timothy learned to fight by running back.   

Paul encouraged Timothy to remember the “good confession” and the prophecies that had been made about him “so that by recalling them you may fight the battle well…”  Timothy learned to fight by running back to the memories that would help keep him grounded. He needed to remember who he was, why he was called, and the great purpose for which he served as a leader. As he ran back, he would gain clarity on which battles to fight and which direction to run.

Some leaders facing battles run away instead of running back. Others run quickly towards the battle but lack the solid footing that comes from recalling their purpose. They run into the battle with no sense of who they are or why they are leading. Serving leaders facing any battle fight first by running back! They run back to where they get their stability and strength. They reflect on where they have come from and why they are leading. They recall their great purpose. Then, with clarity of purpose and focus, they can face the battle.

Timothy learned to fight by running away.

Paul also encouraged Timothy to fight by fleeing “from all this”! It does not seem courageous to avoid battles, but Timothy learned that some battles are won by running away! (*See note.) He needed to turn away from areas of temptation and weakness.

Some leaders try to fight every battle. They simply charge forward believing that if there’s a battle, they should lead the charge and win. But serving leaders run away from some battles and find victory by avoiding the things that lead them in the wrong direction.

Timothy learned to fight by running toward.

At the same time Paul urges Timothy to flee from some things, he tells Timothy to “pursue” others. Timothy was learning to fight by running toward what was right and good. As he pursued these things, he strengthened his leadership capacity and was better able to serve those he was leading.

Some leaders never learn to run towards the right goals. They settle for short term wins and quick success. They measure victory only by the “bottom line” instead of the finish line. But serving leaders fight by running towards the qualities and actions that will bring ultimate success to those they serve.

Timothy served well by fighting battles well. Serving leaders learn to serve those under them by knowing when to run back, when to run away, and when to run toward their battles.

For further reflection and discussion:

• How can I learn to run in the right direction when I face the battles of leadership? What do I need to run back to that will keep me grounded?  What things do I need to run away from? What things do I need to pursue? What happens when I run toward before I run back or away?  
• Reflect on those you lead. What can I do to encourage them to develop their ability to fight well? Do I need to remind some to run back to their grounding? Are there ways I need to encourage some to flee areas of weakness? How do I call my team to pursue what is good?       
• In addition to the verses we used in this issue, consider the following: 1 Timothy 1:18, 6:6-11, 20-21; and 2 Timothy 2:22.  What additional insights do you find from these verses about how Timothy fought by running?               

Until next time, yours on the journey,

Jon Byler

(*In this context Timothy was especially encouraged to flee from the desire for money.  In another place Paul warns him to flee sexual temptation (see 2 Timothy 2:22). Both of these are areas where many leaders lose the battle.)  

As we conclude this series on the life of Timothy, I want to acknowledge the hard work of those who serve behind the scenes to get these out to you! Milonica Stahl-Wert and Linda Boll both use their keen editing skills to sharpen these emails. And Brian Drewery does all that is needed with technology to get these on our websites and on their way to you. Our world is better because of many who, like them, serve behind the scenes!

 If you enjoyed this series, click here to get the entire series in one document.

In the next issue, we’ll begin a series on the serving leader and money.

Timothy learned early that leading himself came before leading others. Before he called others to follow, he had to model the way. Consider these verses:

Have nothing to do with godless myths and old wives tales; rather, train yourself to be godly” (1 Timothy 4:7, NIV).

Don’t let anyone look down on you because you are young, but set an example for the believers in speech, in conduct, in love, in faith and in purity (1 Timothy 4:12).

¹⁵Be diligent in these matters; give yourself wholly to them, so that everyone may see your progress. ¹⁶Watch your life and doctrine closely. Persevere in them, because if you do, you will save both yourself and your hearers (1 Timothy 4:15–16).

In this chapter Paul exhorted Timothy to be a role model to those he was leading, to “set an example” to others. Serving leaders acknowledge that leadership is an inside job. Before serving leaders tell others they show them what it looks like. As Timothy followed Paul’s instructions he became a model in several significant ways.

Timothy modeled discipline.

Paul instructed Timothy, “train yourself to be godly.” To lead others Timothy needed to be the right kind of person—a godly man. This would not happen without focus and discipline.   Athletes training for their sport leaders need to exercise discipline. The discipline of training can be tiresome and difficult. There are many days that any athlete would prefer to stay in bed rather than do the necessary training.  

Many leaders want to be seen as great leaders, but they aren’t willing to pay the daily price of discipline that is required to become great. They look for shortcuts to help them lead others without improving themselves. Serving leaders acknowledge that discipline is the price of becoming a role model. They are willing to pay the price before they attempt to lead.  They discipline themselves to be the right kind of person before they seek to lead others.

Timothy modeled distinction.

Paul encouraged Timothy to overcome the challenge of being a young leader by setting an example for others. Timothy could not change his age, but he could work towards becoming the most mature young person around. He would distinguish himself from the crowd of others his age by growing in “speech, in conduct, in love, in faith and in purity.”  Timothy modeled distinction, standing out from the crowd by rising above the crowd.

Many leaders want to be elevated because of their position and authority. Serving leaders seek to be the best version of themselves that they can be at whatever age they are. As they do so they become more mature than their peers and serve others as a model of distinction.

Timothy modeled diligence.

Paul called Timothy to diligence “so that everyone may see your progress.”  Timothy learned that growth takes diligence. While it was good to be an exemplary young leader he needed to make continual progress that was obvious to those watching his life.   

Many leaders stop growing when they think they are good enough to get the job done. But serving leaders are diligent to keep growing in ways that become a model to those around them.

For further reflection and discussion:

• What area of my life is currently not a good model to others? What do I need to change this week to start improving in that area?
• Do I model a continuous improvement in my life and leadership that is obvious to those around me? If not, what do I need to change?
• Reflect on those you lead. What can I do to encourage them to become models to those around them? In what ways can I affirm and encourage those who are currently role models?       
• In addition to the verses we used in this issue, consider the following: 1 Timothy 4:6; 2 Timothy 1:13-14; and 2 Timothy 2:16, 22. What additional insights do you find from these verses about how Timothy was called to be a role model and specific areas in which he was to show others the way.

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how Timothy developed good friendships.

Timothy had a gifting and calling to the leadership roles in which he served, especially in his leadership of the church at Ephesus. But there were many years of growth and development that preceded this assignment and during that time Timothy was clarifying his calling.  Consider these instructions Paul gave to Timothy:

Do not neglect your gift, which was given you through prophecy when the body of elders laid their hands on you (1 Timothy 4:14, NIV).

For this reason I remind you to fan into flame the gift of God, which is in you through the laying on of my hands (2 Timothy 1:6).  

Timothy, my son, I am giving you this command in keeping with the prophecies once made about you, so that by recalling them you may fight the battle well (1 Timothy 1:18).

In these passages Paul encouraged Timothy to be clear about the call he had received to be a leader. There are several steps Timothy took to clarify his call which serve as a model for all serving leaders.

Timothy recognized the call to lead.

Paul reminds Timothy that there was a time that a body of elders laid hands on him and prophetically identified the calling and gifting that was in Timothy. We can’t know for certain when this happened but since Paul later reminds him to remember the call, it is likely that it was early in his leadership journey, perhaps when he first left home to travel with Paul. In any case, when this happened it was the beginning of recognition of his gifting and calling. Like most leaders Timothy did not likely see his own abilities and needed others to speak into his life to confirm his gifting. Serving leaders receive this as a part of their journey and they also seek to do the same for others around them.  

Timothy reinforced the call to lead.

Paul encouraged Timothy to “not neglect” and to “fan into flame” the gift that was within him. This is a call to nurture and develop what has been identified.  There would be many steps of learning and growth that were required before Timothy was ready to lead the church at Ephesus and we’ll look at many of these later in this series. For now, suffice it to say that the gifts in Timothy were clearly given but also needed to be reinforced. He would have to learn to lead as the prophecies foretold. He would practice and sometimes make mistakes but continued learning and growing. Timothy would also learn to acknowledge that he was not gifted in every way, he had his unique strengths but he would not be excellent at every aspect of leadership.  Serving leaders acknowledge that they are called and gifted to lead and at the same time recognize the diverse gifts that are needed around them. They “fan into flame” their own gifts as they learn to lead well.

Timothy remembered the call to lead.

Paul admonishes Timothy to “recall” the prophecies that had been spoken over him years earlier. What was the purpose of this reminder? Perhaps Timothy was going through a difficult time in his leadership journey and needed encouragement. Or maybe he was feeling so successful that he was forgetting the reason that he was serving. Timothy, like all serving leaders, needed to stop and reflect on why he was doing what he was doing. They need to remember their own call to serve others with their leadership gifts.

Paul wanted Timothy to remain in Ephesus…maybe it was difficult and Timothy felt like giving up. We need to remember the purpose behind our serving. Encouragement is needed.

For further reflection and discussion:

• Where did I first recognize that I was gifted and called to leadership? Were there others who affirmed this in me and if so, have I expressed my appreciation to them for this gift?
• Who around me has leadership gifts that I can identify and affirm? How and when will I do this?
• What are my greatest leadership strengths and what am I currently doing to develop them?
• How deeply have I accepted that I will never excel at every element of leadership but I can bring a team around me to complement my weaknesses? How does this impact my leadership?
• Reflect on those you lead. What can I do to encourage them to clarify their own calling?        
• In addition to the verses we used in this issue, consider the following verses: 1 Timothy 4:15-16; 6:11-12, 20; and 2 Timothy 2:14. What additional insights do you find from these verses about how Timothy clarified his call?       

In this series we are looking at the life of Timothy. It’s 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 how Timothy learned the Word.

Timothy was hungry to learn but he also recognized that growth in leadership comes at a cost. He was willing to pay the price that was required to shape him into the strong leader that he would become. Consider these scriptures about his life:

Paul wanted to take him along on the journey, so he circumcised him because of the Jews who lived in that area, for they all knew that his father was a Greek (Acts 16:3, NIV).

For the Spirit God gave us does not make us timid, but gives us power, love and self-discipline. So do not be ashamed of the testimony about our Lord or of me his prisoner. Rather, join with me in suffering for the gospel, by the power of God (2 Timothy 1:7–8).

Don’t let anyone look down on you because you are young, but set an example for the believers in speech, in conduct, in love, in faith and in purity (1 Timothy 4:12).

These verses, and many others, hint at the price Timothy needed to pay to be the leader we admire today.

Timothy paid the price of surrendering. 

Before he even left home, Timothy learned that leadership is not about him and his comfort but about being ready and willing to serve others. The pain of circumcision was more than physical, it meant that he was willing to surrender his own comfort for the sake of those he wanted to serve. When people would look down on him because of his youth, he would surrender his desire to fight back and declare his position. Timothy was learning an early lesson that all serving leaders eventually learn—at the heart of serving leadership is a heart attitude of surrender.

Some leaders are not willing to give up their own ambitions, dreams, and ego for the sake of those they serve. But serving leaders pay the price of surrender, not once but daily.

Timothy paid the price of stretching.  

When Timothy agreed to join Paul, it was an exciting new adventure but it was also costly. Traveling to new cities was not all exotic, especially when they were chased out of town with stones! This journey would require Timothy to stretch and grow in ways that would not be comfortable. He had to relocate and leave the comfort of his own home and place of his birth. He would need to stretch his “timid” personality to be a bold leader. He would stretch out of his comfort zone with continual new challenges and greater levels of responsibility as he matured under Paul’s guidance. He would pay the price of learning to receive the correction and counsel that Paul continued to give even as a seasoned leader. He needed to stretch his own character to be a model for others.

Some leaders want responsibility and authority without being willing to pay the price of being stretched in their own growth. But serving leaders accept that leadership is a journey of continual growth and development. Serving leaders focus on stretching themselves before directing others.

Timothy paid the price of suffering.  

Timothy paid the price of physical suffering and was likely jailed at least once. (See Hebrews 13:23). But he also suffered along with Paul as they were persecuted on many occasions. He suffered the isolation of separation from his family, the discomfort of continual moves, and the false accusations others made about him.  Apparently, he also suffered physical ailments. (See 1 Timothy 5:23).

Many leaders step back from leadership when they face suffering and decide to take a less costly path. But serving leaders accept that suffering is a price of leadership and will be used to strengthen their character and make them more effective in serving others.

For further reflection and discussion:

• What price have I already paid to lead? Are there other steps I should take as a leader that have seemed too costly for me to take? What will it take for me to be willing to pay the price?  Who can help me take this step?
• In what way(s) have I surrendered my own ambition, dreams or ego this week? How does this impact my leadership?
• In what way(s) am I currently stretching my leadership capacity? Are any changes needed?
• How do I respond to suffering in my leadership and how does this impact my growth?
• What can I do to help those I lead be willing to pay the price of leadership?      
• In addition to the verses we used in this issue, consider the following verses: 2 Timothy 2:3, 3:12, and 4:5. What additional insights do you find from these verses about how Timothy paid a price for his leadership?    

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how Timothy clarified his calling.

Barnabas was a great leader and we have reflected on many great things from his life. But he was not perfect! Two incidents are recorded for us that reveal his imperfections.

³⁶ Some time later Paul said to Barnabas, “Let us go back and visit the believers in all the towns where we preached the word of the Lord and see how they are doing.” ³⁷ Barnabas wanted to take John, also called Mark, with them, ³⁸ but Paul did not think it wise to take him, because he had deserted them in Pamphylia and had not continued with them in the work. ³⁹ They had such a sharp disagreement that they parted company. Barnabas took Mark and sailed for Cyprus, ⁴⁰ but Paul chose Silas and left, commended by the believers to the grace of the Lord. ⁴¹ He went through Syria and Cilicia, strengthening the churches (Acts 15:36-41, NIV).

After serving together as a powerful team for years, Paul and Barnabas could not agree on whether to take Mark on the next journey! This unresolved conflict is ironically the last we hear about Barnabas in the book of Acts!

Perhaps even before this well-known disagreement, there was another contentious issue about circumcision in Antioch. Peter acted hypocritically and was rebuked publicly by Paul. In his writing about the incident, Paul also reported:  

The other Jews joined him [Peter] in his hypocrisy, so that by their hypocrisy even Barnabas was led astray (Galatians 2:13).

In this situation Barnabas and Peter were clearly in the wrong (see note*). But the failures of Barnabas serve as reminders to leaders that even in our failures, we can serve others.

The failure of Barnabas serves by showing that failure is normal.

Paul thought so highly of Barnabas that he said “even Barnabas was led astray.” He implies that Barnabas was the last person he expected to make this mistake! But Barnabas did fail and shows all leaders that failure is to be expected. Certainly, we don’t intend to or plan to fail, but we should anticipate it. Some leaders see failure as a sign of incompetence, so they feel obliged to cover up, deny or ignore failure. But serving leaders accept their humanity and the reality that all leaders fail. They give grace to themselves and ask for grace from others when they fail. In doing so, they serve those they lead by showing that failure is normal.

The failure of Barnabas serves by showing that failure is not the end.

The recorded story of Barnabas ends with the disagreement between him and Paul but his work did not end there. Barnabas took Mark with him on a missionary journey and while we don’t know the results, we can certainly expect that the existing churches were strengthened and other churches planted through their work. Some leaders see failure as the end of their work but serving leaders understand that failure is not final. They learn to continue the journey after each failure and serve by showing that failure is not the end.  

The failure of Barnabas serves by showing that failure can lead to growth.

Both Barnabas and Paul grew through their disagreement. Paul later requested Mark to help him (see 2 Timothy 4:11). Barnabas grew as a team leader while traveling with Mark. God used their disagreement to send out two teams instead of one and brought growth to the churches. On the issue of circumcision both Barnabas and Peter were able to see their mistakes and make corrections. Some leaders see failure as the end of growth but serving leaders see failures as opportunities for growth. They ask what went wrong and what can be learned. They adjust, change, and adapt as needed and then carry on the mission! They serve their teams by growing through failure.

For further reflection and discussion:

• How does the failure of Barnabas challenge me as a leader? What action can I take this week to be more like him as I respond to my own failures?
• Do I see failure as normal for my own leadership? If so, how do I communicate this to others? If not, how does this impact the way I see and respond to the failures of others?
• Have I allowed a past failure to stop me from doing what I should be doing? If so, what steps do I need to take to get back on the right path?
• In what ways have my failures brought growth to my life and leadership? Who needs to hear about what I have learned and when will I share my story with them?               

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how Barnabas served with character.

*Note. Scholars debate about whether Peter’s visit to Antioch was prior to or after the  Jerusalem Council where the matter of circumcision was resolved by the church leaders. (See Acts 15) If the visit was afterwards, the failure of Peter and Barnabas was certainly more grievous. But whatever the timeline they both failed to live out the gospel message.

Serving leaders reflect on how they will finish to keep their own focus on the right areas. But they quickly turn to serve those they lead by also encouraging them to think about finishing well. Although leaders are often further along in their own life journey than those they lead, they consider the implications of Paul’s words for those they lead as well.

⁶For I am already being poured out like a drink offering, and the time for my departure is near. ⁷I have fought the good fight, I have finished the race, I have kept the faith. ⁸Now there is in store for me the crown of righteousness, which the Lord, the righteous Judge, will award to me on that day—and not only to me, but also to all who have longed for his appearing (2 Timothy 4:6–8, NIV).

Serving leaders ask “What are you doing to finish well?“ to keep the cost in mind.

“I am already being poured out like a drink offering…” Paul does not hide the cost of serving leadership, it is a giving up and pouring out. Leadership is costly. But his focus on finishing well makes the cost worthwhile. Serving leaders want the best for those they lead so they ask for a high level of commitment. They call others to personal and professional growth as well as higher levels of responsibility. But they acknowledge that more responsibility will require more discipline, effort, and focus. While they understand that not everyone is willing to pay the price, they invite those who follow to be willing to pay the costs by asking them to reflect on the long term instead of the short term.  

Serving leaders remind those they lead that the cost they pay today will bring benefits tomorrow.    

Serving leaders ask “What are you doing to finish well?“ to keep the end in mind.

 “The time for my departure is near.”  Paul was aware that the time he had was short. But he was confident that because he had lived well, he would also finish well. He lived his entire life with the end in mind. He nearly lost his life several times when he was stoned, beaten and shipwrecked.  He may have been surprised that he lived this long! Because he lived with the end in mind, he did not fear the end. Serving leaders help those they lead to keep the end in mind. While there are current tasks that need to be done, serving leaders ask questions about the future. “Where do you hope to be 5 years from now?” “What will it look like if you keep developing your strengths for the next 10 years?” “What are you doing now to ensure strong family relationships in the future?” Questions like these help followers to focus not only on the tasks for today, but on the targets for tomorrow.  

Serving leaders remind those they lead that long term gains are more important than short term successes.

Serving leaders ask “What are you doing to finish well?“ to keep the rewards in mind.  

“There is in store for me the crown…”  Paul was able to look ahead at the prize that was the reward of a life well lived. This perspective made the pain of being “poured out” worthwhile. He was able to finish well by keeping the rewards in mind.  Serving leaders do not ignore the need for short term rewards. But they serve those they lead by helping them focus on the long-term rewards of finishing well.

Serving leaders remind those they lead that the most significant rewards come at the end of a life well lived.

For further reflection and discussion:

• What costs am I asking those who follow me to pay? Have I been open about what it costs to grow as a leader? How can I encourage those who are growing to reflect on the long term instead of the short term?  How do I respond to those who are not willing to pay the price of growing?        
• What am I doing to help those who follow to focus on long term gains? What questions should I be asking those I lead to help them gain a long-term perspective? When will I talk with someone about this?
• Has my leadership focused on short-term rewards or long term? How can I keep the needed short-term rewards but help those I lead focus on the rewards that come from a lifetime of living well?

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at a new topic.