A shepherd is the most common biblical image of leadership. Shepherds are tasked with the responsibility to guide and protect the flock under their care which is a great picture of leadership. Yet, not all shepherds (leaders) lead as true shepherds. Consider Ezekiel’s words:

¹The word of the LORD came to me: ²“Son of man, prophesy against the shepherds of Israel; prophesy and say to them: ‘This is what the Sovereign LORD says: Woe to you shepherds of Israel who only take care of yourselves! Should not shepherds take care of the flock? ³You eat the curds, clothe yourselves with the wool and slaughter the choice animals, but you do not take care of the flock. ⁴You have not strengthened the weak or healed the sick or bound up the injured. You have not brought back the strays or searched for the lost. You have ruled them harshly and brutally. ⁵So they were scattered because there was no shepherd, and when they were scattered they became food for all the wild animals. ⁶My sheep wandered over all the mountains and on every high hill. They were scattered over the whole earth, and no one searched or looked for them (Ezekiel 34:1-6, NIV).

Ezekiel spoke for God and delivered His rebuke to the leaders of the nation. In doing so he revealed different ways shepherds can lead.

Shepherds see leadership either to benefit self or others.  

The accusation against these leaders was that they were using the flock to care for their own needs. “Woe to you shepherds of Israel who only take care of yourselves! Should not shepherds take care of the flock?” The leaders were enjoying the meat, the wool, and the milk from the flock. God does not say that these things should not be enjoyed, but when the focus of the leaders was only on themselves it was wrong. Instead, they should have been focused on strengthening the weak and taking care of the sick and injured. God rebukes them because they “have not strengthened the weak or healed the sick or bound up the injured. You have not brought back the strays or searched for the lost.”  If they would have strengthened the flock, they could have enjoyed a good lamb dinner. But when they focused on the dinner, they destroyed the flock.  

Some leaders are continually focused on how they will benefit from their position but serving leaders use their position for the benefit of others.  Some leaders ask “What’s in it for me?” but serving leaders say, “I’m in it for you!”

Shepherds use leadership either to display their own power or empower others.

Another accusation God makes is, “You have ruled them harshly and brutally.”  These shepherds abused their power and used it to rule harshly. They showed no concern for the well-being of the sheep. Many leaders use their leadership role to let everyone know who’s the boss! They see care and compassion as signs of weakness instead of strength. But serving leaders are in power to empower. They use their authority to give authority to others. They show genuine care for those they lead.

Shepherds demonstrate leadership that scatters or unites others.

 God describes the impact of the poor leadership on His people, “So they were scattered because there was no shepherd,…”  Without adequate leadership, the sheep were lost and started wandering to other places. They looked elsewhere for direction and guidance and ultimately scattered. Some leaders use their power to “divide and conquer” people.  They allow and encourage mistrust, petty gossip and division, believing that they will be more powerful when others are divided. But serving leaders use power to bring people together in ways that unite them. They believe strength comes from strong teams united around a common vision and goal.

As a leader, you are like a shepherd. What kind of shepherd will you choose to be?

For further reflection and discussion:

• What benefits do I enjoy as a leader? (List everything you think about, tangible and intangible items.) Then reflect on these questions:
  • Do I lead because of these benefits or do I lead because of what I can do for others?
  • Do the benefits I receive cause me to focus more on my own needs and desires than on those of the people I lead?
• How do I use the power I have? How quickly do I share power with others? What is the result in my leadership? (Reflect on a leadership action you took in the past week as you answer these questions.)
• Do I lead most naturally with the mentality of “divide and conquer” or “our unity is our strength”? What have I done in the past week to demonstrate this?  
• Read the rest of this chapter (34) in Ezekiel and look for additional insights into the impact poor leaders have on others.         

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how leaders follow.

November 13, 2024

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

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

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

Serving leaders spread the power by delegating.

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

Serving leaders spread the power by equipping others.

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

Serving leaders spread the power by preparing for succession.  

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

For further reflection and discussion:

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

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

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

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

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

Until next time, yours on the journey,

Jon Byler

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

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

Serving leadership produces thriving in people, organizations, communities and nations. But serving leadership is costly! Leaders who seek to serve consciously and consistently need to release things that are difficult to give up. Jesus talked about the “kings of the Gentiles” as typical leaders but called His disciples to a radically different form of leadership which we call serving leadership. In the previous issue we focused on how the disciples, like most leaders, were looking for positions. Jesus called His disciples to release that to serve.  Power is the second area Jesus calls His disciples to release.

²⁴A dispute also arose among them as to which of them was considered to be greatest. ²⁵Jesus said to them, “The kings of the Gentiles lord it over them; and those who exercise authority over them call themselves Benefactors. ²⁶But you are not to be like that. Instead, the greatest among you should be like the youngest, and the one who rules like the one who serves (Luke 22:24-26, NIV).

Jesus’ observation that the Gentile leaders “lord it over them” and “exercise authority over them” highlights their desire for power and authority.

Serving leaders release power as a right.

All leadership roles come with power and authority. The Gentile leaders assumed they had every right to this power. They had likely worked hard to get into the position they occupied and so were not hesitant to use their power for their own advantage. As leaders they were “over them.” They expected people to instantly obey their every command and were ready to remind everyone of the power they possessed. So they lorded it over those they led and exercised authority over them. Power was their right. To this leadership approach Jesus tells His disciples, “You are not to be like that.” Jesus was not telling the disciples that they would not have power, in fact He strategically gave them power and authority (see Matthew 28:19-20). But He was calling them to release their right to have power. They were not called to “lord it over” but to serve. Some leaders see power as their right but serving leaders see power as a gift to serve others.

Serving leaders reject power as a measure.

Typical leaders see their level of power as a measure of their success. The more they have, the better they feel. They are quick to ask others, “Did you see how people moved when I told them….?” But Jesus says, “the one who rules” should be like “the one who serves.” Serving leaders reject power as a measure of their success or worth. Instead, they measure how well they are serving those they lead.  

Serving leaders receive power as stewards.  

The Gentile leaders saw their power as something to be exercised for their own advantage, it was their right. They had worked for their power and would now use it to further their own objectives. But serving leaders see power as a gift given to them for a greater purpose, to serve the organization, their teams, their customers and others. Their role is to properly steward the power entrusted to them. They do not focus on power over others but power for others. Paul is a great example of this attitude when he writes in 2 Corinthians 10:8, “the authority the Lord gave us for building you up rather than tearing you down…” As a steward of the power received from the Lord, he focused on using that power to build others.

For further reflection and discussion:

• What power do I have in my current role? (Reflect on the power your role carries with it and how your power is different than those under your leadership.) 
• What is my heart attitude towards my power? Do I see it as something I have earned or as a gift? Am I ever tempted to let others know the power I hold by asking, “Don’t you know I am the boss?” How has this impacted my ability to influence others?  
• If I view my power as a gift entrusted to me to serve others, how will that be reflected in the way I lead this week? How will it be reflected when I face opposition to my leadership?  
• As a serving leader am I ever tempted to not use power because I’m afraid I might misuse it? What might Jesus say to me about that?    

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how serving leaders pay the price of giving up prestige.  

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

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

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

Empowering leaders multiplies proficiency. 

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

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

Empowering leaders multiplies people.  

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

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

Empowering leaders multiplies power.  

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

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

For further reflection and discussion: 

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

Until next time, yours on the journey, 

Jon Byler 

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

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

Some years after Daniel’s first interpretation of a dream for Nebuchadnezzar, the king’s son, Belshazzar, also needed a wise man to tell him the meaning of a hand which had appeared on his wall and written a message.The king calls Daniel to interpret the message. “Now I have heard that you are able to give interpretations and to solve difficult problems. If you can read this writing and tell me what it means, you will be clothed in purple and have a gold chain placed around your neck, and you will be made the third highest ruler in the kingdom.” Then Daniel answered the king, “You may keep your gifts for yourself and give your rewards to someone else. Nevertheless, I will read the writing for the king and tell him what it means” (Daniel 5:1-17). Daniel’s answer reveals a lot about his heart and motives. The king offered Daniel rewards that would powerfully motivate most leaders. But Daniel, as a servant leader, had different motives and told the king to keep his gifts. The gifts he refused showed three areas that did not motive him to lead.

Daniel was not motivated by power.

The king offered to cloth Daniel in purple, the color of royalty, a symbol of the power wielded by the king. The offer of power and authority motivates many leaders and stirs in all of us a universal urge to be in control.

Servant leaders accept power for the purpose of accomplishing what God has called them to do, but they do not seek it. Servant leaders instead are motivated by love for those they serve and use power to bless those under their leadership. Many leaders use power for their own benefit; servant leaders use power to bless others.

Daniel was not motivated by prestige.

The king promised a gold chain around Daniel’s neck. Gold chains serve only to impress others with the importance of the one who wears them. The prestige of leadership motivates many leaders who are eager to impress others with what they wear, the value of their vehicle, or their title and rank. They enjoy the perks of leadership including special food, privileges, and the admiration of followers. Many leaders are motivated by what others think; servant leaders seek only to please the one who called them to be leaders.

Daniel was not motivated by position.

The king offered Daniel a high position, third highest in the land. Many leaders spend their lives trying to climb to higher positions and want to get as close to the top as possible. But Daniel didn’t find the offer particularly appealing. He recognized that God elevates people to positions and that positions can be lost as quickly as they are gained. Servant leaders don’t seek positions; rather they focus on how to influence as much and as many as possible for God’s purposes. They hold positions lightly and do their part with or without a position. Many leaders have their eye on the position; servant leaders have their eye on the people.

Daniel was not motived by these common incentives. His eyes were focused on other things. But he still did what he was requested to do and interpreted the dream. Ironically, he still received all three gifts promised by the king (see Daniel 5:29). But, they lasted less than 24 hours when a new king took the throne. Daniel recognized the temporary nature of these motivations and shows all servant leaders how to check our hearts for the ‘why’ of what we are doing. Most leaders focus on the action; Daniel reminds us to check our motives. For servant leaders the motive is as important as the action.

For further reflection and discussion:

Take a moment to think of your current position of leadership. Focus on why you do what you do as you reflect on the following questions:

• What power do I hold in my leadership? How does this power impact my heart? Are there any ways that I am tempted to use my power for my own advantage instead to build others?
• What prestige do I receive because of my leadership? (Think of special privileges, benefits, titles, and deference given by others.) In what ways do I see these as my rights rather than privileges? Do I allow these things to cause me to look down on those ‘under’ my leadership?
• Of what importance to me is my position? If I lost my position today, would I continue doing as much as possible to continue influencing others for God’s kingdom?

Following Jesus’ example of servant leadership is often a paradox. One time Jesus boldly picked up a whip and drove the money changers out of the temple. Then, on another occasion, He humbly washed the feet of His disciples. So what are we to do, wash feet or use a whip? Jesus’ example calls us to balance both of them in what I will refer to as bold humility. In this issue I will introduce the topic and look briefly at the example of Jesus and then in future issues examine other biblical profiles that demonstrate bold humility.

The word “servant” too often is misunderstood to mean weakness and lack of assertiveness. Servants are expected to do what others want. Leaders who understand service in this way genuinely love others and have a heart of gold and are ready to do whatever is asked. But they don’t have the courage required to lead with boldness and not much happens as a result. This may be service, but it is not leadership!

Other leaders succeed in being bold as lions. Nothing stops them. They are courageous world changers, filled with vision and action. But no one would describe them as humble!

The power of Jesus’ leadership came in the way He combined these two elements. No one dare accuse Jesus of being a weak leader. Yet, His humility is just as evident. His actions were strong; His heart was tender. His examples of chasing out the moneychangers (John 2) and washing the feet of the disciples (John 13) help us understand two principles of servant leadership.

Boldness requires a servant leader to demonstrate passionate power.

When Jesus observed what was happening in the temple, He was justifiably upset. What was happening was an affront to God’s plan and purpose for His people. He was consumed with zeal for His Father’s house and it led to bold action. His passionate boldness came from His conviction that He was called by God to make a difference in His world. It took tremendous courage for Jesus to confront the existing powers in place at the temple. He demonstrated passion for a cause that every servant leader should imitate. The world desperately needs leaders who have the courage and passion to confront wrong and make it right. You can be a servant without passion, but you cannot be a leader without courage.

Humility enables a servant leader to demonstrate release of power.

The account of Jesus washing the feet of His disciples demonstrates a willing release of power. Jesus took off his outer robe and in doing so laid aside all privilege and power which He had as the leader of the group. He stooped to do the literal work of a servant as he cleaned their dirty feet. His humility came from the recognition that God’s call on His life was not about Himself, it was for the purposes of the Father. All servant leaders are called to lay down their rights and privileges for God’s purposes. They recognize the power given to them is not their own or for themselves, so they can lay it down and perform the lowest of tasks.

Many leaders struggle to find a balance between being bold and humble. Jesus models the way as He led with astounding boldness and amazing humility. He was comfortable exercising power and authority and at ease to lay it down. May we become more like Him in our leadership at home, in our work and in our church!

For further reflection and discussion:

• What is the most courageous action I have taken in my leadership? From what motivation did this action come? Was it focused on my own ambitions or God’s glory?
• How does my calling from God provide courage to act?
• Is there something in my leadership about which I have a powerful passion? If so, how do I express it? If not, what is the result of this lack?
• When have I recently released power or stepped back from assertive leadership? Was this easy or difficult for me?
• As I reflect on my leadership, am I most often bold or humble? What is the result of this on those I lead? What steps do I need to take to bring a healthy balance to these two areas?