The tremendous impact of serving leadership comes at a high price. Jesus used the occasion of an argument among the disciples to teach them the cost of serving leadership.

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).

 We have already examined Jesus’ call for His disciples to release their love of positions and their desire for power. The example of leaders eager to be called “benefactors” reveals the final area Jesus calls His disciples to release—prestige. Benefactors are persons who give money or assistance to a person or cause. That sounds like a good thing! But notice that Jesus says these leaders are not called benefactors by others, but they “call themselves Benefactors.”  They want the prestige that comes with being a leader who gives. But they don’t have the heart of a giving leader. They are not serving others, they are serving themselves! They are consumed with prestige.

We can think of prestige as all the honor, privileges, and “perks” that come with leadership. Prestige may include the best seat at the table, the best parking spot, the biggest office, a good vehicle, a special place at the front of the line (or no line at all!), special titles, membership in the exclusive club, special attire, etc.

Serving leaders release prestige as a right.

The Gentile rulers called themselves nice names and expected everyone to give them honor and prestige because of their position. It was their right. They were quickly offended when they were not addressed with the proper title or protocol. Again Jesus calls for a radically different way. “You are not to be like that.” Serving leaders release prestige as a right. They let go of their ego to serve the organization and the people around them. They are not quickly offended when others do not respect them properly. Serving leaders should be the most honored leaders alive because they are the best! They deserve prestige more than dictators and ego-driven leaders. But they release this right to serve others.

Serving leaders reject prestige as a measure.

The leaders Jesus described used prestige as a measure of their value and success. They loved to be recognized as benefactors and made a big show of their importance. But serving leaders reject prestige as a measure of their value or success. They are not concerned with their titles and they are not impressed with the perks that come with their role. They are not afraid to mingle with ordinary people because they are not flaunting their accomplishments. Serving leaders measure their success by their ability to serve others. They see themselves as successful when others around them succeed.

Serving leaders receive prestige as stewards.

Some leaders seek perks and prestige but serving leaders seek to serve. When they receive prestige and honor, serving leaders receive them as gifts with which they are entrusted. They look for ways to bless others with the prestige given to them. They look at and affirm the contributions of others. They consciously seek to bring others into the circle of honor rather than trying to keep them out. Serving leaders don’t refuse prestige but they use it to more effectively serve others.  

Serving leaders are called to release the most coveted symbols of leadership: position, power and prestige. But as they release these things, they also release to their world the impact of leadership that truly transforms, inspires, and energizes those who follow.    

For further reflection and discussion:

• In my context what are the most common indicators of prestige for leaders? (List at least 5 of them.)   Which of these is the most important to me?
• Are there ways I am tempted to measure my worth by the perks of my role? Do I like to remind others of those special privileges I have?
• How concerned am I about my titles? When people don’t use my title or make a mistake about my title, what does it do in my heart? How do I respond? How does that impact my ability to lead as a servant?
• In what ways can I use the honor and privileges I enjoy to serve others this week?  

Until next time, yours on the journey,

Jon Byler

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

In our exploration of serving leadership, we typically focus on the benefits and rewards of serving others and indeed there are many. But there is also a high price to serving leadership—a price that many are not willing to pay. Serving leadership requires releasing things that many leaders value greatly. In this series we’ll look at three of these costs by reflecting on a teaching of Jesus to His disciples.

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).

 The disciples are having a dispute about leadership and who would be in the top position. Jesus used the debate to provide insight into the type of leadership He was expecting from His followers. It would be radically different than their struggle for positions and different from what they had seen modeled by others. He states bluntly, “You are not to be like that!” He goes on to describe what it would look like to be “the one who serves.”

The disciple’s desire for position is the first area Jesus calls serving leaders to release.

Serving leaders release position as a right.

The disciples started their argument with the assumption that one of them would be in the top position, the only debate was who it would be. They all wanted to be on the top of the organizational chart and they likely each stated their case for why they would be the greatest. They felt like they had earned the right to that position. Some leaders focus their energy on climbing to the highest position and see others as competitors for that role. They delight in telling others how they worked for their position or earned a promotion. But serving leaders surrender this right, they don’t compete with others to get top positions and are equally able to make an impact when they are “like the youngest.”

Serving leaders reject position as a measure.

The disciples were concerned with who would be the most important person on their team. They assumed that the one who was the highest would be the “greatest.” Leaders often use their position as a measure of their value. If they have a “high” position, they believe they have more value as a person.  

Some leaders see their position as an indication of their greatness and delight in telling others their title and role as an indication of their value to the world. They are eager to mention the numbers of people serving them in the organization, how much income the company is earning, and how things have improved since they are in charge. But serving leaders surrender measuring their value by their position. They seek to be like “the one who serves.”  

Serving leaders receive position as stewards.

Jesus didn’t say that it is wrong to have a position but He rebuked their striving for positions. As we have observed many leaders see their position as a right and an affirmation of their worth. But serving leaders release their right to a position. Then they receive a position as a steward. They see their position simply as a place from which they can serve others and the organization. The higher the position; the more opportunities they see to serve.  

For further reflection and discussion:

• What is my heart’s attitude towards the position I currently hold? Do I feel entitled to this position because of my hard work? Do I feel the position is beneath what is rightfully mine? Do I long for a higher position? How does my leadership reflect this attitude of my heart?
• What do I use to measure my value as a leader? Is it related to my position or my impact? How would I view my worth today if my position was stripped away from me and I no longer had a title? How do the words of Jesus challenge me in this area and what can I do to see my value properly?
• If my position is a gift from God to be used for Him, what difference will that make in how I lead others today?

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how serving leaders pay the price of giving up power.  

Most leaders see themselves as people with answers but serving leaders are more concerned about asking the right questions than having the right answers. Asking questions helps people think, helps people grow and helps people lead. So, serving leaders grow themselves and others by learning to ask good strategic questions of themselves and of those they lead. In this series we’ll examine questions that serving leaders ask themselves and a corresponding question that they ask those who follow. The first and primary question leaders ask themselves is, “Who am I?” Paul invites this question when he says, “For by the grace given me I say to every one of you: Do not think of yourself more highly than you ought, but rather think of yourself with sober judgment, in accordance with the faith God has distributed to each of you” (Romans 12:3, NIV). Paul invites all leaders to think of themselves “with sober judgement.” It is not always selfish to think of self. When done with sober judgment one of the ways leaders serve  the people they lead by thinking properly about their identity. Serving leaders ask themselves, “Who am I?” to recognize three components of who they are.  

Serving leaders ask “Who am I?” to establish their identity.

Every leader needs to be grounded in their identity. Paul challenges leaders to reflect on who they are. He does this in the context of a diversity of giftings which God has given to individuals. The temptation for every leader is to identify themselves with their giftings. This can lead to false pride or thinking “of yourself more highly than you ought.” But serving leaders ask themselves, “Who am I?” in order to establish their identity not in what they do, but in who they are. When they ask this question, they avoid comparing themselves to other leaders but focus on who they are. They recognize that God distributes gifts but their identity lies in their relationship with the giver, not the gift.

Serving leaders ask “Who am I?“ to express their strengths.

Paul asks leaders to reflect on the “faith” or gifts that God has given to them. In the context, he is looking at the diversity of gifts that God gives to His people. Serving leaders base their identity on their relationship with God but then ask themselves “Who am I?” to discover and express their strengths. They seek to identify and confirm the gifts God has given them. They are eager to learn about the areas in which they are strong in order to fully maximize their strengths. They acknowledge that they will only flourish in their leadership role when they are utilizing the unique strengths God has given them.

Serving leaders ask “Who am I?“  to expose their weaknesses.

Paul requests that leaders think of themselves with “sober judgement.”  While serving leaders focus on building on their strengths, they also ask “Who am I?” to expose who they are not. They uncover their weaknesses in the journey of self-discovery. As they do so, they do not compare themselves with others who have different gifts. Nor do they seek to become strong in areas in which they are not gifted. Instead, serving leaders allow their weaknesses to move them toward others who complement their strengths. They allow their weaknesses to help them build a well-rounded team.

Start the journey of asking the right questions by asking yourself, “Who am I?”

For further reflection and discussion:

• On what do I base my identity? Is it primarily focused on my gifts and accomplishments or on my relationship with God? What difference does this make in the way I lead?   
• What are my greatest strengths? (List several) Am I tempted to see my strengths as a way to  feel  better than others? If so, how does this impact my leadership? What am I doing to develop my strengths?
• What are my significant weaknesses? (List several) Am I tempted to look down on myself because of these weaknesses or do I acknowledge that I have weaknesses that require me to work with others who can complement me?              

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how serving leaders ask those who follow, “Who are you?”    

Confrontation is difficult but often a necessary part of a leaders’ role. When confronting a problem in someone else’s life, it is crucial to learn to speak truth without pride. Servant leaders hear Paul’s command to speak the “truth in love” (Ephesians 4:15). They also recognize that genuine love “is not proud” (1 Corinthians 13:4) so they learn to speak the truth without pride.

Pride is thinking more highly of oneself than appropriate, seeing oneself as more important than others. This attitude can often impact what a leader says and the way it is said. This is especially true when someone needs correction. Imagine that a member of your team was asked to submit a report by Friday but did not complete it until Monday. What does it mean to speak truth without pride?  

Speaking the truth without pride requires balance.

Some leaders would try to preserve the relationship with the team member by keeping quiet and hoping for a change in the future. But the truth needs to be shared or the person who has done wrong will not be able to grow and change.

Leaders who fail to speak the truth don’t love deeply enough to confront the wrong. They love themselves more than the other person! Another leader may speak truth but with pride, “I can’t believe you didn’t submit that report on time; I have never failed to meet the deadline!”

The truth must be balanced with humility. In Galatians 6:1, Paul gives instructions about how to give correction: “Brothers and sisters, if someone is caught in a sin, you who live by the Spirit should restore that person gently. But watch yourselves, or you also may be tempted.” Paul says that we need to correct “gently” and to watch ourselves or we will also be tempted.

In what way are we tempted? Primarily to correct with pride. We are tempted to think that we are better than the one who has sinned or made a mistake. We quickly think that their problem is worse than our problem. We are tempted to think that we would never commit the same error.

When the leader speaks with pride, a feeling of superiority is conveyed. They may speak the truth, but their motive is to make themselves look good, not to help the other person. “I am better than you, that’s why I’m telling you the truth.” But putting others down will never lift you up! Humility allows the leader to point out the problem without a sense of superiority. Servant leaders learn to balance truth with humility.  

Speaking the truth without pride reveals maturity.

It is not easy to correct someone without feeling superior to them. The fact that correction is needed indicates a mistake has been made by the other person. It is natural for the leader to feel superior and leaders often know the answers. They can easily feel they are not only ahead of those who follow but above them.

Until God’s spirit breaks our pride, it will be impossible to speak truth with humility. Servant leaders quickly repent when they identify their own pride and ask God to deepen their love for the other person. Then they speak truth with humility. As they learn to do this, they grow in maturity.   

Speaking the truth without pride reflects Jesus.

Peter boldly contradicted what Jesus was saying would happen in the future. He was wrong, and Jesus confronted him. ²³“Jesus turned and said to Peter, ‘Get behind me, Satan! You are a stumbling block to me; you do not have in mind the concerns of God, but merely human concerns’” (Matthew 16:23).

Peter had just declared that Jesus was the Christ. Jesus could have responded with pride and a reminder of who he was rather than keeping the focus on Peter and his need to change. Jesus corrected by speaking truth with humility and servant leaders learn to do the same as they follow His example.

Until next time, yours on the journey,

Jon Byler

For further reflection and discussion:

• What is my natural tendency: to ignore the need to speak correction or to do it with pride?   What is the result in my leadership?   
• When have I spoken truth, but not with humility? What was the result in my own life and in the life of the person to whom I spoke?
• If speaking truth with humility is a measure of my maturity, how much have I grown in this area? In what relationships is God inviting me to learn to speak truth with humility?  
• Can I think of another time when Jesus corrected with truth and no pride? What can I learn from His example?

John was a great leader and highly esteemed not only by his followers but by Jesus Himself. But his greatness was marked by increasing humility. He was able to humbly release his disciples, humbly point people to Jesus, and finally lay down his own life for the cause. His humility is clearly revealed in this account. They came to John and said to him, "Rabbi, that man who was with you on the other side of the Jordan– the one you testified about– well, he is baptizing, and everyone is going to him." To this John replied, "A man can receive only what is given him from heaven. You yourselves can testify that I said, 'I am not the Christ but am sent ahead of him.' The bride belongs to the bridegroom. The friend who attends the bridegroom waits and listens for him, and is full of joy when he hears the bridegroom's voice. That joy is mine, and it is now complete. He must become greater; I must become less (John 3:26-30). John’s humility is revolutionary and challenges all servant leaders to learn from his example.

Increasing humility removes competition.

John’s disciples came and reported to him that the momentum was shifting. For some time John had been the most visible leader and people flocked to hear him. But now, people were moving toward Jesus. Everyone is going to him. That message tests the heart of any leader! Leaders are action-oriented and have a strong natural desire to win. A spirit of competition and jealously are natural results and are found in the hearts of many leaders, even those who claim to follow Christ. The leader wants their business, church, or organization to be bigger and better than another. Jealousy and competition are clear indicators that humility is not present. But John demonstrates a completely different heart and responds that it is okay for Jesus to grow in popularity and for him to “become less.” He was not competing for numbers or popularity. He could genuinely rejoice at the success of another because of his humility. Servant leaders seek results, but resist a competitive spirit.

Increasing humility reveals Jesus.

He must become greater; I must become less. John recognized that in leadership there is only a fixed amount of greatness. He could be great or Jesus could be great, but not both at the same time! He seemed to have no difficulty becoming less since he saw the corresponding increase of Jesus became greater. John was passionate about revealing Jesus and teaches servant leaders that the only way to see more of Jesus is to see less of them. He recognized that this process of becoming less to reveal more of Jesus is a journey of becoming; it is not a destination at which we arrive. Leaders often promote themselves to attract followers. But John teaches us that servant leaders humbly make Jesus attractive to followers.

Increasing humility results in joy.

That joy is mine, and it is now complete. Humility and joy are not words that we expect to find together. It would appear that when we are humble and experience becoming less it will be painful and difficult. But John experienced complete joy in his humility. Yes, for humility to be evident our self must be broken and this is a painful process. But servant leaders find genuine joy when they stop competing and focus instead on revealing Jesus. They can celebrate the success of another without it threatening their own identity. Servant leaders discover increased joy with increased humility.

John redefines success for servant leaders. He teaches that the way up is down. He demonstrates that the way to joy is through humility. He shows that the way to victory is to release our desire to win. He calls each of us to increasing humility.

For further reflection and discussion:

• Do I see other leaders, churches or businesses as competitors? What does John’s example call me to change in the way I view others?
• What happens in my heart when I hear of the success of another leader? Am I able to rejoice or do I find a competitive spirit in my heart?
• Where does my own pride keep me from experiencing ‘complete’ joy in my leadership? What needs to be broken in me to release the joy John the Baptist experienced?
• Read 2 Corinthians 12:9-10. Paul said that God’s power was made “perfect in weakness.” In what way does Paul teach the same concepts I have seen in John the Baptist’s leadership? In what ways is Paul’s testimony like mine or how is it different?

What challenges did you face when you were 16 years old? Most 16-year olds are more concerned about finishing High School or learning to drive a car than leadership. But in Israel, 16-year old Uzziah became king soon after his father, the previous king, was killed. Two words summarize his 52 years of leadership: position and privilege. In many ways he was a great leader. He did what was right in the eyes of the LORD, just as his father Amaziah had done. He sought God during the days of Zechariah, who instructed him in the fear of God. As long as he sought the LORD, God gave him success (2 Chronicles 26:4-5). This great king built a strong army, fought against his enemies, conquered other nations, invented new forms of weaponry, built cities, succeed as a farmer and become famous. He used his position to build the nation.

Yet his success in this position became his downfall. But after Uzziah became powerful, his pride led to his downfall. He was unfaithful to the LORD his God, and entered the temple of the LORD to burn incense on the altar of incense (2 Chronicles 26:16). What happened? King Uzziah’s powerful position led to a sense of privilege which ruined his leadership. Instead of using his position to serve, he focused on privileges to which he felt entitled as a leader. Many leaders after him have fallen into the same trap. What can we learn as servant leaders about privilege from King Uzziah?

Privilege reveals pride.

It is clear that Uzziah’s power led to pride. He began to feel that his success was not only because of God’s blessing in his life, but from his own efforts. As a powerful leader he was no longer humbly seeking God’s direction and did not acknowledge a need for help. Servant leaders recognize that the more successful they become, the more they need to guard their hearts against pride. They seek God’s grace to remain humble.

Privilege rewrites rules.

King Uzziah went into the temple to offer incense, something only the priests were permitted to do. As a 16-year old he would not have even thought of taking this outrageous step. But now he was powerful, successful and famous. He gave in to the temptation all leaders face to rewrite the rules when they are in power. It is easy for a leader to think that since they are in charge, some rules don’t apply to them. It leads to expecting others to abide by the law, but not applying the law to themselves. Those in power can compromise on an expense report or cheat on taxes. Or they no longer have time to fast and pray like they did when they began leading. Power and privilege often lead to compromise. Uzziah learned the hard way that God does not bend His rules for leaders! Servant leaders seek to grow in obedience to God’s standards rather than rewriting them.

Privilege resists correction.

Eighty courageous priests risked their lives to confront the king. They told him that what he was doing was not right! He became angry and raged at them! His leadership ended in disgrace and the shame of leprosy. Leaders who accept privilege resist correction. They do not want to admit they are wrong. After all, they are in charge and powerful! Servant leaders recognize their tendency to resist correction so they look for friends who will openly challenge them when they are wrong.

Uzziah started out with a position which he used for God’s glory. But when he focused on privilege he stumbled and fell. Every successful leader will face these temptations. Servant leaders recognize that God provides positions but leaders seize privilege. They humbly ask God to keep them from allowing their positions to lead to privilege.

For further reflection and discussion:

Read the entire story of Uzziah’s life in 2 Chronicles 26 and then answer the following questions:

• Do you see your position as a gift from God? How do you see it differently today than you did when you first entered the position? Are these differences helpful or destructive?
• How do you view your success as a leader? Do you see this as a result of your own efforts or as a blessing from God? How is your view expressed in your leadership?
• Are there areas of your life in which you have rewritten the rules? Reflect on the following areas and ask if there have been changes in what you see as right and wrong in the past 10 years: Your use of money, accountability, submission to authority, sexual temptations, spiritual disciplines like prayer and fasting, driving habits, eating habits, and use of authority. Write down areas you sense God calling you to change and what you will do differently.