Self-care is not selfish, it’s essential for healthy leadership.  But what does it look like in practice? We’ll examine three specific areas in which we need to care for ourselves: our souls, our bodies and our gift. First, in this issue, how we take care of our inner life, our relationship with Jesus—the matters of our soul. Consider Paul’s instruction to Timothy:

  ⁷Have nothing to do with godless myths and old wives’ tales; rather, train yourself to be godly. ⁸For physical training is of some value, but godliness has value for all things, holding promise for both the present life and the life to come (1 Timothy 4:7–8, NIV).

Paul challenges Timothy to train himself to “be godly.”  This training has great value both now and in the future. Physical training, which we will examine in the next issue, has value but is not as significant as issues of the soul. Paul’s instruction provides several starting points for the kind of training that will help us care for our soul.

Taking care of your soul requires avoiding distractions.

Paul begins his exhortation to godliness by telling Timothy to avoid “godless myths and old wives’ tales.” It is easy to dismiss Paul’s instruction as advice for a different generation. He is specifically warning Timothy about spiritually unprofitable teaching, but the principle applies more broadly: some things consume our attention but do not nourish our souls. Perhaps if he were writing today he might say, “Have nothing to do with endless scrolling on social media, political debates on Facebook, and schedules packed with activity—but train yourself to be godly.” Soul care requires saying ‘no’ to some things that others may practice habitually. This kind of saying “no” is at the heart of the spiritual discipline of fasting which addresses our need to say ‘no’ to things we crave in order to focus more fully on the our soul’s craving for God. 

Some leaders measure their health by outputs: how much they produce and how full their schedule is. But serving leaders feed their souls by avoiding distractions.

 Taking care of your soul requires intentionality.

Paul tells Timothy, “train yourself.” He calls Timothy to actively focus on the care of his soul. The care of our souls requires intentionality; it will not happen simply because we keep living and leading. For centuries, spiritual disciplines have helped leaders take the time and energy needed to care for their souls. Disciplines such as meditation, prayer, fasting, Bible reading and solitude are a part of the training needed for godliness. Intentionality may require a long walk, blocking out time to be alone for reflection and listening or simply slowing down.  

Some leaders assume that if they are leading and goals are being met, all is well in their inner world. But serving leaders make their goal to walk with Jesus and cultivate a healthy soul. They intentionally structure their lives in ways that tend the garden of their heart. 

Taking care of your soul requires consistency.

The training Paul instructed Timothy to do is not a one time event. Building a life of godliness is a long-term objective, not a short-term accomplishment. Paul tells Timothy that godliness impacts both “the present life and the life to come.” It requires consistency over a long period of time. 

Some leaders are content to think of being godly in the future and neglect the daily habits that will take them there. They hope that an occasional seminar or book on prayer will take care of their soul and develop godliness. But serving leaders build regular rhythms of life that over time nourish and strengthen their souls. As they do, they become leaders better equipped to serve those they lead.

For further reflection and discussion:

What are things in my daily life that are distractions to my soul care? What is God inviting me to change so that I can avoid these distractions?

How well am I doing with these disciplines: fasting, Bible reading, meditation, prayer, solitude? What do I need to change?

What habits do I cultivate in my life that help me care for my soul? What are my daily, weekly, monthly and yearly rhythms that help me keep my soul strong? Are there changes I need to make?

What additional insights about the need for soul care do I gain from the following passages? (1 Samuel 30:6; Matthew 14:13, 23; Mark 1:35-38, 4:19; Luke 5:15-16; John 15:1-5; Acts 13:2-3; 1 Timothy 4:12-16, 6:11-12, 20; 2 Timothy 2:15-16)

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine care of our bodies.

 We’ve answered several questions about delegation from the story of the apostles in the early church. We looked at why we don’t delegate, why we should delegate, how we determine what to delegate and to whom we should delegate. Now, how do we delegate?

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

This passage doesn’t give many details of how to delegate but it does provide guidelines that can help us learn how to effectively delegate tasks to others.   

Delegate by clarifying the task.

“We will turn this responsibility over to them.” The apostles made it clear that the task they were handing over was the work of the distribution of food to the widows. The desired outcome was also clear—to solve the complaints about inequitable distribution. The limits of the task were also identified. The apostles were not turning over the “ministry of the word” to these new leaders.

Some leaders delegate a task without being crystal clear about the expected outcomes and limits of authority being granted. But serving leaders take time to clarify exactly what is being delegated, what outcomes are expected, and what levels of authority are being granted. 

Delegate by releasing responsibility for the task.  

The apostles said they would “turn this…over to them.” They deliberately released responsibility to the new leaders who would now be fully responsible for the distribution of food. Since the men chosen were “full of the spirit and wisdom” they were released to do the task. I love the African proverb about delegation, “If you give someone a goat, let go of the rope!”

Many leaders assign tasks to others but don’t actually release them to do the work. They constantly check on the progress or micromanage the way the work is being done—or even step back in and do it themselves. But once serving leaders have clarified the task and the level of authority granted, they release the person to do the work! 

Delegate by establishing accountability for the task.

“They presented these men to the apostles, who prayed and laid their hands on them.” This was a public act that demonstrated the trust and authority granted by the apostles. At the same time, it showed that while the new leaders were trusted and released to work, they were still accountable to the apostles. Releasing responsibility does not eliminate accountability.

Some leaders release tasks to others and then don’t establish clear accountability for the work. But serving leaders clarify accountability when they release authority. They proactively establish appropriate methods of reporting and assessment from the beginning.

Delegation is a powerful tool to multiply leaders in your organization. It’s not easy to do well, and every leader makes mistakes along the way. But you can learn to do it and the results will be worth the effort! (See below for a free resource that can help.)

For further reflection and discussion:

Identify a task that you should delegate to someone you lead. Then work through the questions below to develop a plan of how you will delegate the task.

Clarify the task.

• What is the task?
• What is the goal of delegating the task?
• What level of authority am I granting with the task? (Do I expect the person to follow my instructions, recommend a plan of action for my approval, or use their own judgment to complete the task?)

Release responsibility.

• When will I release the responsibility for the task to this person?
• Who else needs to know about this change of responsibility?  
• What will I do to resist the urge to step in and take the work back?           

Establish accountability.

• When will I plan to meet with the leader and review progress on the new task?
• What will I do if corrections need to be made?
• Have I clearly communicated this plan to the person you want to take on the new task?

Until next time, yours on the journey,

Jon Byler

*For a framework to help you delegate tasks and provide the needed training and accountability for the assignment, you may find the LeadersServe DELEGATE Tool helpful. Download it here.

**If you want the entire series on delegation in one document, download a PDF here.

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

Healthy leaders understand that their heart shapes everything they do. They pay attention to their emotions—not to be ruled by them, but to guide them in the right direction. Great leaders don’t suppress emotions; they shepherd them. Our heart can be guided in the right direction. Consider these scriptures:  

Do not let your hearts be troubled. You believe in God; believe also in me (John 14:1, NIV).

Do not be anxious about anything, but in every situation, by prayer and petition, with thanksgiving, present your requests to God. And the peace of God, which transcends all understanding, will guard your hearts and your minds in Christ Jesus (Philippians 4:6–7).

Listen, my son, and be wise, and set your heart on the right path (Proverbs 23:19).

Trust in the Lord with all your heart and lean not on your own understanding; in all your ways submit to him, and he will make your paths straight. (Proverbs 3:5–6)

These verses make it clear that we have a responsibility to guide our hearts and emotions. How can we guide the direction of our heart?

We guide our heart by refusing its wrong directions.

Jesus said, “Do not let your hearts be troubled.” He addressed their fear of the future and anxiety over His departure. But His words clearly indicate that we have the power and the responsibility to refuse to live with emotions that take us in the wrong direction.    

Some leaders learn to acknowledge their emotions but do not make any effort to change them. They might say to their team, “That’s just the way I feel and nothing is going to change it.” But serving leaders identify emotions that take their heart in the wrong direction and they refuse to dwell there. They say, “That’s the way I feel, but I’m not going to move in that direction!”

We guide our heart by replacing its wrong directions.

Jesus’ words to the disciples implied that the way to be set free from their troubled hearts was to focus on their belief in Him. Paul makes the same point clear when he talks about anxiety in Philippians. He recognizes that when our emotions lead us in the wrong direction it is not enough to refuse the wrong emotion, it must be replaced with another.  So, he instructs us to replace anxiety with prayer and thanksgiving. Focusing on prayer with thanksgiving will result in “the peace of God” replacing anxiety. It is difficult to be anxious and thankful at the same time!

Some leaders acknowledge that their emotion is not healthy, but don’t do the hard work of replacing it with a better one. But serving leaders ask God to help them find a replacement for that emotion. They are willing to spend time in prayer or giving thanks when they feel anxiety welling up within them.

We guide our heart by redirecting it in the right direction.

 How does this apply to our emotions and hearts? Not only are we invited to refuse to allow our emotions to go in the wrong direction and to replace specific emotions as Paul instructed, but the writer of Proverbs invites us to redirect our hearts on the right path. A path implies a direction that continues over time leading to a destination. Finding the right path happens as we learn to “trust in the Lord with all your heart…lean not on your own understanding…submit to him.” This is a lifelong process of learning to put our trust in the Lord and to submit to His ways. We learn to submit our hearts and emotions to Him, openly acknowledging what we feel but then submitting those feelings to Him and asking for His power to set our emotions on the right path.

Some leaders try to change their hearts on their own by sheer willpower or effort. They tell themselves, “I won’t get angry again!” But serving leaders acknowledge that without God’s help, their hearts will not follow the right path. They submit their emotions to Him and find the right path. They cry out, “God, I don’t want my heart to follow a path of anger, please redirect my emotions to your path.”

 Effective leaders pay attention to the condition of their hearts and take the journey towards emotional health. This allows them to lead others from a place of peace instead of anxiety.

For further reflection and discussion:

• In what ways has my leadership been led by my emotions? (If you are unsure, ask a trusted friend for their input.)
• Have I viewed my emotions as within my control or out of my control? How has this impacted my leadership?
• What emotions do I experience regularly that take me in the wrong direction? How aware am I of how these emotions impact my life and leadership? Who receives the greatest impact of these emotions?
• What replacements could I make for these emotions? Are there actions I could take that would help to replace these emotions with more helpful ones?   
• What is the general “path” of my emotional health, is it heading in the right direction or the wrong direction? How is this a reflection of my capacity to not lean on my own understanding, but submit to God?
• In addition to the verses mentioned in this issue, read and reflect on the following verses about the heart: Deuteronomy 6:5-6; Psalm 37:4, 42:5, 51:10, 119:11; Proverbs 4:23, 23:17, 24:17; Ezekiel 36:26; Matthew 6:21; Colossians 3:15.     How do these verses deepen my understanding about how to guide my heart?     

Until next time, yours on the journey,

Jon Byler

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

If you want a single document with all three issues of this series, click here.

Note: Some of the thoughts for this series were inspired by the book, The Wholehearted Leader, by Simon and Ceri Harris.  The book focuses primarily on the emotions of the heart and their impact on leadership. While the biblical view of the heart is broader than emotions, it certainly includes emotions, which is often overlooked in leadership. The book offers great insight on how leaders can lead with healthy hearts.

Healthy leaders pay attention to their heart, the seat of their emotions. In the previous issue we recognized the power of our heart to direct our lives and the difficulty in understanding it. David acknowledged his desire to have an undivided heart. He also cried out to God for help in understanding the condition of his heart.

Search me, God, and know my heart; test me and know my anxious thoughts (Psalm 139:23).

David’s cry to God to search, know and test his heart was his attempt to gauge the condition of his heart. His cry gives serving leaders insight into how we can begin to understand the condition of our hearts.

The condition of our heart is gauged with vulnerability.   

David’s posture is one of extreme vulnerability. He cries out to God to take a close look into the depths of his own heart and soul, to “search” and “know” and “test” his heart—a risky step but vital step towards understanding his heart.  Already in the first verses of this Psalm, David has already acknowledged that God knows his thoughts and words even before they are expressed. (See Ps. 139:1-6). So, now he is secure enough to invite God to help him understand his own heart. For leaders, vulnerability is not weakness—it is a strength that brings greater self-awareness and cultivates trust with those who follow.

 Some leaders choose to lead without vulnerability. They focus on getting the work done and consider any discussion of emotions as conversation for weak leaders.  But serving leaders recognize that their emotions impact their leadership and the condition of their heart is of primary importance. So, they are willing to be vulnerable with themselves, with God and others. 

The condition of our heart is gauged by searching. 

David’s primary request of God is “Search me…” This implies sustained, intentional attention to his heart. He welcomes God into this space to help him understand the condition of his heart. 

Some leaders prefer not to search their hearts and have no desire to know what is happening deep in their heart.  But serving leaders intentionally search for understanding of their internal world, their heart. They acknowledge that they cannot see their own blind spots and ask God and others for help.

The condition of our heart is gauged by acknowledging emotions.

David asks God to examine his “anxious thoughts.” He acknowledges that he has the emotion of anxiety and invites God to help him find out what it says about his heart. Identifying and acknowledging emotions is not an easy task for leaders. Leaders often notice only a few surface emotions but struggle to identify deeper feelings below the surface. In a meeting they may recognize frustration but not be aware of the anxiety driving it. This has been an area of continued growth for me! I have worked hard in this area and still have much to learn!  I have been helped by using a “feelings wheel”(*) to identify and acknowledge what I am feeling. 

Some leaders prefer not to take the risk of acknowledging their emotions. They may recognize an occasional outburst of emotion when it is evident to all but certainly have no interest in digging deeper to see what is under the surface. But serving leaders want to know and understand what is happening in their hearts. They pause often to reflect on what they are feeling, not simply what they are thinking.

For further reflection and discussion:

On a scale of 1 to 10, how aware am I of my own emotions? How does this impact my leadership?

How often am I vulnerable enough to ask God, or someone close to me, to help me understand what is happening in my emotions? Do I need the help of a counselor or professional to help me in this area?

What causes me anxiety as a leader? Do I notice what issues are on my mind when I wake up in the morning—signs of my subconscious emotions? 

Are there lies I have allowed myself to believe about my emotions? If so, how can I align my thoughts with truth? (For example, many leaders see some emotions as “good” and some as “bad.” Since we want to be good, it is difficult to acknowledge an emotion we have labeled as “bad.” There might be many other falsehoods we have accepted about emotions that are not aligned with scripture.)

What is the difference between healthy awareness of emotion and being emotional as a leader? (Reflect on what it means to be aware of emotion that informs our leadership vs. allowing feelings to determine our words and actions.) Which side do you tend to lead from?

In addition to the verses mentioned in this issue, read and reflect on the following verses about the heart: Psalm 13:2, 73:21-22; Proverbs 21:2, 29:11; Jeremiah 17:9-10; Matthew 26:37-38; Mark 3:5; Luke 19:41-44; John 11:33-35; and Philippians 4:7    How do these verses deepen my understanding about the condition of my heart?      

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how to guard the direction of our heart.

*Many versions of “feelings wheel” can be found online, a sample is here.

Note: Some of the thoughts for this series were inspired by the book, The Wholehearted Leader, by Simon and Ceri Harris.  The book focuses primarily on the emotions of the heart and their impact on leadership. While the biblical view of the heart is broader than emotions, it certainly includes emotions, which is often overlooked in leadership. The book offers great insight on how leaders can lead with healthy hearts.

Most leadership writing is action focused, which is natural since leaders value results. Yet, the Bible focuses more on matters of the heart, mentioning our heart more than 500 times, certainly an indication of how significant our heart is. While the biblical view of the heart encompasses the mind, will and emotions, in this series we will focus primarily on the element of emotions, our feelings, and how our heart impacts our leadership. The verses below help us understand the significance of the heart and why it is worth our careful attention. 

“Above all else, guard your heart, for everything you do flows from it” (Proverbs 4:23, NIV).

“The heart is deceitful above all things and beyond cure. Who can understand it?” (Jeremiah 17:9).

“Teach me your way, Lord, that I may rely on your faithfulness; give me an undivided heart, that I may fear your name” (Ps. 86:11).

 These verses help us grasp the significance of our hearts.

Our heart is directive.   

The writer of Proverbs says clearly that everything we do flows from our heart. Our heart determines our direction and influences our actions. Our heart directs what we say and do. Often, our actions are guided by emotions hidden deep in our heart. This is why when Samuel was choosing a king God told him “People look at the outward appearance, but the Lord looks at the heart” (1 Samuel 16:7b). God was looking much deeper than what showed on the outside; He looked into the heart.

Some leaders seek to change their behavior and do what is right without examining their hearts. But serving leaders seek to understand the feelings in their hearts that are shaping their behavior.

Our heart is difficult.   

Jeremiah asks, “Who can understand the heart?” It is “deceitful” and therefore difficult to understand. We will not easily know what is happening in our hearts. Our emotions, motives, and intentions are often hidden even from our own awareness. It is not easy for leaders to acknowledge the difficulty of knowing their own heart. Followers expect action and results and leaders tend to focus on the externals rather than doing the hard work of examining their own heart. Even those who attempt to understand their hearts encounter the truth of Jeremiah and recognize that their own heart can deceive them.

Some leaders arrogantly assume that they know themselves quite well and don’t question their own hearts. But serving leaders embrace the challenge of understanding their own hearts.  

Our heart is divided.

David, the leader known as “the man after God’s own heart”, cries out to God for an “undivided” heart! He is acknowledging the reality that despite our best intentions and our honest internal work, our hearts remain divided. We have mixed motives. There is a disconnect between what we think and what we feel and we are often unaware of the feelings that lie below our actions.

Some leaders ignore the warning signs of a divided heart. They plunge ahead with more good actions and seek to improve their behavior with no regard for the emotions in their hearts.  But serving leaders recognize the reality of a divided heart and cry out to God for an undivided heart before acting.

For further reflection and discussion:

• In my own leadership how aware am I of how significant my heart/emotions are? In what way does my awareness, or lack of awareness, impact my leadership?
• What is a recent leadership action that I knew was not the best? What emotion was in my heart that led to that behavior? Was there a need that I had underneath that emotion? Did I seek to identify the feeling that led to the behavior or simply to change the behavior?
• How fully have I accepted the reality that my heart is deceitful? What impact does this have on how I lead?
• In what ways is my own heart divided? (Reflect on a recent leadership decision. What were my thoughts and what were my feelings? Was there alignment between my feelings and thoughts or were they divided? Did feelings or thoughts most shape my action?)  
• In addition to the verses mentioned in this issue, read and reflect on the following verses about the heart: Proverbs 23:7, 27:19; Jeremiah 17:10; Matthew 15:18-19; and Luke 6:45. How do these verses deepen my understanding about the value of the heart?    

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how to gauge the condition of our heart.

Note: Some of the thoughts for this series were inspired by the book, The Wholehearted Leader, by Simon and Ceri Harris.  The book focuses primarily on the emotions of the heart and their impact on leadership. While the biblical view of the heart is broader than emotions, it certainly includes emotions, which is often overlooked in leadership. The book offers great insight on how leaders can lead with healthy hearts.

Leaders naturally gravitate towards the front of the room. They often enjoy being in the spotlight, recognized and acknowledged as important people. They bring glory to themselves and use their positions to build their own name.  But when a leader walks in deep intimacy with Jesus, everything in their life will bring genuine glory to God, not themselves. Jesus told His disciples: 

  ⁷ If you remain in me and my words remain in you, ask whatever you wish, and it will be done for you. ⁸ This is to my Father’s glory, that you bear much fruit, showing yourselves to be my disciples (John 15:7-8, NIV).

Jesus wanted His disciples to understand that when they are in an intimate relationship with Him, they will bear fruit. That fruit brings glory to the Father and identifies them as His disciples. He identifies three ways that they bring Him glory.

Intimate leaders bring glory to Jesus by immersing themselves in the Word.

“If you remain in me and my words remain in you,….” The primary thing a serving leader can do to grow in intimacy is to saturate themselves in the words of Scripture. They allow it to sink deep into their hearts. As they need daily food for their body, they also need daily food for their soul.  Immersing themselves in the Word allows God’s nature and character to be formed in their own lives.

Some leaders immerse themselves in social media, podcasts and read books to be more successful. But serving leaders immerse themselves in Scripture in ways that deepen their intimacy with Jesus. Whether leading a church or a business team, leaders who spend time with Jesus make decisions that honor Him and bless others. Then their success brings glory to Jesus.

Intimate leaders bring glory to Jesus by consistent prayer.  

Jesus continues, “…ask whatever you wish, and it will be done for you.” He invites His followers to let the Word transform them and then to bring their requests to Him in prayer.  Serving leaders recognize that time spent in reading Scripture and prayer is an essential part of their leadership journey. Prayer grows intimacy and intimacy leads to more prayer. 

Some leaders seek results in well-developed strategy and work hard to produce results. But serving leaders stop and ask Jesus to lead and guide their decisions, attitudes and progress. They learn to depend on His guidance more than their own intuition and ability. As they deepen their intimacy with Jesus, they bring glory to Him as He provides guidance.

Intimate leaders bring glory to Jesus by identifying themselves as disciples.

“This is to my Father’s glory, that you bear much fruit, showing yourselves to be my disciples.” Jesus teaches the disciples that when they immerse themselves in His Word and spend consistent time in prayer, He will respond, and produce fruit. The fruit will mark them as His disciples. This fruit is much more than just profit or attendance numbers. When serving leaders walk in intimacy with Jesus, all around them people flourish and come to life. There is healthy growth that brings glory, not to the leader, but to Jesus, the author of abundant life.

Some leaders focus on producing results that they consider the fruit of their efforts. But serving leaders focus on developing intimacy with Jesus which produces beautiful and lasting fruit. A manager who spends time in Scripture and prayer can guide their team with wisdom, not simply chasing results. Serving leaders bring glory to Jesus as they produce fruit that identifies them as disciples of Jesus.

Many leaders live to bring themselves glory, but serving leaders bring glory to Jesus as they deepen their intimacy with Him.

For further reflection and discussion:

-As I reflect on my own leadership regarding how much my life brings glory to Jesus, how would I rate myself on a scale of 1 to 10?      In what ways do I take glory for myself?  What blocks me from bringing Jesus greater glory?

-In what ways do my daily habits of Scripture reading and prayer shape my leadership? Are there ways that I have relied more on other sources for guidance and how has that impacted my leadership?   

-Are there ways in my current leadership role that I am focused more on results than intimacy with Jesus?  How does this impact my leadership and what, if anything, do I need to change?

-After reflecting on these questions, read the entire chapter, John 15. What additional insights do I find in this chapter about how my intimacy with Jesus shapes my leadership?  

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how intimate leaders love like Jesus. 

Leadership challenges quickly show us how much we need wisdom—more than knowledge alone, we need the ability to act correctly in difficult moments. This is the essence of wisdom: applying what we know and experience to make sound judgments and decisions. Knowledge relates to what we know; wisdom relates to how we should act.

In this series, we’ll explore how Joshua, one of the Bible’s great leaders, found, gained, and exercised wisdom in leading God’s people.  In this first reflection, we’ll look at how Joshua found wisdom. Early in his leadership, scripture tells us that he was filled with wisdom— making his life and leadership a powerful case study on wisdom.

“Now Joshua son of Nun was filled with the spirit of wisdom because Moses had laid his hands on him. So the Israelites listened to him and did what the Lord had commanded Moses.” (Deuteronomy 34:9, NIV)

What can we learn from Joshua about how he found wisdom? 

Joshua found wisdom by spending time with God.

The text above indicates that Joshua was filled with wisdom because Moses laid hands on him. While this had a spiritual element, we also know that Joshua spent much time in God’s presence before this. While Moses would speak to God and then return to the people, Joshua stayed at the tent (see Exodus 33:11). Here Joshua learned what Solomon would write about over 300 years later, “The fear of the Lord is the beginning of wisdom” (Prov. 9:10). In this tent, Joshua was in the background, developing the heart of a leader that served others. Here he learned to value God’s presence more than a position or the applause of people. This private shaping prepared him for public service.

Some leaders look for wisdom in the latest book on leadership or at the conference that promises answers to leadership challenges. While these are good in themselves, serving leaders first find wisdom in time alone with God. They seek wisdom not in position but from presence. Serving leaders who want to grow in wisdom don’t skip the time in the tent!

Joshua found wisdom by observing a wise leader.

Moses laid hands on Joshua only after 40 years of Joshua observing how Moses led. Joshua saw how Moses met with God, how he responded to troublemakers and slanderous attacks. Joshua led the people to battle with the Amalekites but learned that it was the prayers of Moses on the mountain that determined the outcome.   

Some leaders expect to find wisdom on their own, believing that they have what it takes to become wise. But serving leaders observe older, wiser leaders and learn wisdom from them.

Joshua found wisdom by being commissioned.    

Moses commissioned Joshua to be the next leader by laying his hands on Joshua. This transfer of authority and power included the gift of wisdom that Moses possessed. It also indicated that Joshua would lead under authority.  

Some leaders commission themselves and seek authority on their own merits. But serving leaders operate under appropriate authority that blesses them to grow in wisdom. They learn wisdom by being under authority before being in authority.  

For further reflection and discussion:

• Do I have a time in my day that I ‘unplug’ from my leadership role, turn off the news, social media and messages and spend time in the ‘tent’ with God? How does this impact my leadership?
• In what ways have I learned wisdom by observing other leaders? Am I intentionally reflecting on how and what I learn from them? Where possible, have I thanked them for the way their wisdom has helped me as a leader?
• Under whose authority do I lead? How does this help me grow in wisdom? Are there ways I can strengthen this relationship for greater impact?   
• In addition to these reflections from Joshua’s life, consider the following verses that relate to finding wisdom: (Proverbs 1:7, 2:3-6, 3:5-7, 4:7, 9:10, 21:11; Luke 2:52; James 1:5; Ephesians 1:17; Colossians 1:9, 2:2-3)       

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how Joshua gained wisdom through failure.  

The Five Actions of Serving Leadership recognized and taught by Dr. John Stahl-Wert are universal actions that every great serving leader uses to build high performing teams. These actions work in every sphere of society and in all types of organizations.

In this series we’ll look at how Nehemiah demonstrated these five actions in rebuilding the wall in Jerusalem. The first action, Run to Great Purpose, focuses on clarifying and embedding the great purpose, or vision, into the organization.  Nehemiah developed a great purpose as he listened to the report of those who came from Jerusalem and spent time in prayer.   

³ They said to me, “Those who survived the exile and are back in the province are in great trouble and disgrace. The wall of Jerusalem is broken down, and its gates have been burned with fire.” ⁴ When I heard these things, I sat down and wept. For some days I mourned and fasted and prayed before the God of heaven. ⁵ Then I said:…. ⁸ “Remember the instruction you gave your servant Moses, saying,…. I will gather them from there and bring them to the place I have chosen as a dwelling for my Name’ (Nehemiah 1:3-8, portions, NIV).

Later, when Nehemiah traveled to Jerusalem, he spoke these words to the people:

Then I said to them, “You see the trouble we are in: Jerusalem lies in ruins, and its gates have been burned with fire. Come, let us rebuild the wall of Jerusalem, and we will no longer be in disgrace. (Nehemiah 2:17)

Nehemiah models how serving leaders Run to Great Purpose.

Serving Leaders Run to Great Purpose by addressing the importance.

Nehemiah mourned and wept over the condition of Jerusalem and was convinced that rebuilding the wall would make a significant difference for the nation. The broken wall was a sign of “trouble and disgrace” and God had promised to gather people in Jerusalem around His temple. Nehemiah’s vision to build the wall was inspired by issues that would make a difference in the world.  The vision was not about bricks and mortar, it was about removing disgrace and recapturing God’s purpose for the city. Some leaders fail to tie daily activities to a greater purpose. But serving leaders create a compelling vision that provides meaning for every aspect of the work.  Nehemiah might have said it this way: “You’re not just putting stones on top of each other, you are removing disgrace and restoring this city to its destiny!”

Serving Leaders Run to Great Purpose by articulating the need.

When Nehemiah addressed the people, his first words articulated the need of the moment, “You see the trouble we are in…”  There was a need for a wall, but the people had become so accustomed to walking past piles of rubble that they didn’t notice the need until Nehemiah pointed it out. Every organization exists to meet a need in the world. Some leaders fail to make the connection between the everyday activities of people and the need. But serving leaders articulate the need and connect it to the great purpose.

Serving Leaders Run to Great Purpose by appealing to emotion.

In his appeal Nehemiah says, Come, let us rebuild the wall of Jerusalem, and we will no longer be in disgrace.  As he mentions disgrace Nehemiah is appealing to their hearts and emotion. He recognized that until peoples’ emotions were engaged, they would not devote themselves to the hard work of building the wall. This is not an emotional plea, but an appeal to the emotions. Some leaders deliberately avoid emotions and assume that work is all about the task. But serving leaders recognize that emotions are a key factor in motivation. They find ways to touch the hearts of the people they serve and connect their emotion to the great purpose.  

For further reflection and discussion:

• What is the great purpose of my organization? Is it clearly stated and understood by everyone? Does the work of every person in the organization help us accomplish that great purpose? How do I communicate with every person how their actions help us accomplish the great purpose?
• What need does my organization meet? What difference would it make if we were not in existence? Have I deliberately articulated that to everyone in the organization?
• Do I see emotions as important for the work we do as an organization or have I viewed emotions with suspicion? What difference does this make in my leadership? How can I deliberately link an individuals work with their emotions?
• Read the entire story of Nehemiah and reflect on other ways that he demonstrated this action, Run to Great Purpose. 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 how Nehemiah used values in his leadership.

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.

Serving leaders can learn many actions from Barnabas that can increase their leadership skill and capacity. We have already reflected on his generosity, his encouragement, and his work within a team. A closer look at his story reveals the source of these positive attributes.

 ¹Now in the church at Antioch there were prophets and teachers: Barnabas, Simeon called Niger, Lucius of Cyrene, Manaen (who had been brought up with Herod the tetrarch) and Saul. ² While they were worshiping the Lord and fasting, the Holy Spirit said, “Set apart for me Barnabas and Saul for the work to which I have called them.” ³ So after they had fasted and prayed, they placed their hands on them and sent them off (Acts 13:1-3, NIV).

What was Barnabas and this leadership team doing? Were they brainstorming about the future? Developing a five-year strategic plan? Setting SMART goals for the future? While these actions are all appropriate, this team was “worshipping the Lord and fasting…” The example of Barnabas shows how worship changes serving leaders.   

Worship serves by changing the heart.

This team of leaders gathered in worship. Their act of worship was an intentional shift of focus towards God. They focused their hearts and minds on God. They fasted from food as an act of denying themselves what their bodies craved. Their worship shifted the posture of their hearts away from themselves. Worship turned their focus from themselves to God.

Many leaders focus on the external actions of leadership and indeed many can be practiced without a change of heart.  But these actions will ultimately be self-serving unless there is an internal change of heart. Worship produces a change of the heart. Worship shifts the focus of the heart from self, our visions and plans and dreams, and turns our heart upward and outward. This heart change is revolutionary and prepares a serving leader to authentically serve others. It allows the leader to focus on a higher cause than selfish interest. Worship shapes the motives of our heart and forms character. Our hearts matter! Character matters! A heart change is required for the selflessness that serving leadership demands. True serving leadership begins with a heart changed by an encounter with God.

Worship serves by changing the head.

While this team worshipped, they heard the clear direction of the Holy Spirit. Without worship, they would likely have kept their minds focused on strengthening the existing church in Antioch. But in worship they experienced a shift of thinking and direction. Worship produces a change of thinking. Many leaders try to change their thinking to practice effective leadership. But serving leaders acknowledge that worship changes their thinking as needed.   

Worship serves by changing the hands.

After hearing the instruction of the Spirit, the group laid hands on Barnabas and Saul and sent them away. Consider the cost of this action. These two were the senior leaders in the church and now they were sent elsewhere! This was a totally new and unexpected course of action. Worship produces a change of actions. Serving leaders allow God to guide them in new directions as they worship. Hearts and heads that are changed result in changed actions in the hands. True serving leadership acts flow out of worship.

For further reflection and discussion:

• How does the worship of Barnabas challenge me as a leader? What action can I take this week to be more like him?
• In what ways has my heart been changed by an encounter with God? What evidence of this have I seen in the past week? If it is not evident, what is missing in my leadership and what do I need to change?
• Have I found ways to build times of worship into my leadership calendar? If so, are there ways these times can be strengthened intentionally? If not, what step can I take this week to change?
• If I am leading persons who do not value worship as a leadership practice what can I do to lead well without causing unnecessary offense?              

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how Barnabas served with availability.