Of the many things I’m doing, what should I delegate? Effective leaders learn which responsibilities they need to strategically move from their plate to others on their team. Again, we can learn important lessons by observing the actions of the apostles in the early church.

 ¹In those days when the number of disciples was increasing, the Hellenistic Jewsamong 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.”  (Acts 6:1-4, NIV).

The passage indicates that the apostles delegated the task of distributing food. What can we learn about why they decided to delegate this work instead of something else?

Delegate tasks that are not priorities.   

The apostles said they would delegate the work of food distribution so they would not “neglect the ministry of the word.” Both tasks were good, but they recognized that if they continued doing both, the ‘ministry of the word’ would suffer. Others, at this point, could do the food distribution, but they were the only ones who could faithfully carry out the ministry of the word. And it was the ministry of the word that brought the greatest impact for the church. Every leader benefits from identifying what tasks bring the greatest return.

Some leaders delegate items they don’t enjoy doing so that others will do them. But serving leaders delegate tasks that are not priorities so they can focus on things which bring the greatest impact to their organization.

Delegate tasks that are not strengths.  

The scripture passage doesn’t say what each apostle’s strengths were, but in a group of 12 they surely were not all gifted in the administration required for providing food to the widows. The result was that the job was not done well, and the complaints revealed the need for a change. The apostles found persons who were better suited for this work and delegated it to them. Like many leaders, when the work began, they needed to do it all themselves, but as the work grew, they needed to identify the strengths of others and focus on the things they did best—in this case, teaching the word.

Some leaders hesitate to delegate to others things they don’t do well assuming that others will also do it poorly or not enjoy it. But serving leaders humbly acknowledge that they are not gifted in every area and that God has designed others to do well in these areas. They identify those strengths and delegate tasks that fit the giftings on their team.

Delegate tasks that strengthen the team.  

The seven leaders who were chosen had undeveloped potential that was not being used to the benefit of the church. They were ready and willing to do more, they just needed to be empowered by the leaders! This is true in many churches, businesses and non-profits.

Some leaders look for tasks that need to be done and find people to do them. But serving leaders look for people to develop and delegate tasks that will grow them.

For further reflection and discussion:

In the past, how have I decided what to delegate? How well did it work? What can I learn from the early church leaders about how they chose what should be delegated?

What tasks are highest priority for my leadership? (List at least 10 tasks that you do regularly and reflect on which ones bring the greatest return to your organization.  Rank them in order of what impact they bring the organization. The ones on the bottom of your list are key items to delegate.)

What tasks am I currently doing that someone else on my team could do better than I can? For each task, identify the person(s) who would do that task well. 

Reflect on two or three key members of my team. For each one, identify a task that would take them to the next level of growth and development. Develop a plan to delegate that task to them as soon as it is practical.     

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how we decide to whom we delegate tasks.

Organizations flourish when the mission is clear and everyone understands what is most critical to accomplish. The mission of an organization describes the activities that bring the greatest value to those being served.

Jesus had absolute clarity about His mission. This was perhaps most clearly stated at the beginning of His ministry when He read the words of Isaiah in the synagogue at Nazareth.

¹⁸“The Spirit of the Lord is on me, because he has anointed me to proclaim good news to the poor. He has sent me to proclaim freedom for the prisoners and recovery of sight for the blind, to set the oppressed free, ¹⁹to proclaim the year of the Lord’s favor” (Luke 4:18-19, NIV).

With these words Jesus identified the focus of His work on earth and the things that would characterize His ministry. In doing so, He shows serving leaders how a mission focus produces a flourishing culture*.

Mission focus brings flourishing by defining what is most important.

Jesus could have done many things that would have been good and beneficial, but He chose to define the actions that were most important to achieve His mission. The verbal declaration of His mission established where He would focus His energy and shaped His ministry. His mission would be defined by proclamation and acts that set people free.  

Organizations that define what is most important are able to flourish when everyone understands the things that are mission critical. They do not try to imitate what others are doing, but stay laser focused on their own mission.

Some leaders aren’t willing to do the hard work of deciding what actions are critical to fulfilling the mission. But serving leaders define the actions that will bring the greatest return to the organization.

Mission focus brings flourishing by determining what brings greatest value.

The mission of Jesus was focused on meeting the felt and deeper needs of the people He came to serve. Had a survey been taken of the people in the area asking them what their greatest needs were, I’m sure that they would have mentioned most of the things that Jesus listed as His mission. Organizations flourish when they determine ways that they can serve that bring the most value to their members, clients, or customers.

Some leaders determine what products or services they will offer based on their own estimation of what their customers want. But serving leaders proactively ask questions to find out what things bring the greatest value to those they serve.  Then, they clarify to the entire team the actions that bring the greatest value to their customers. They share stories of ways that people value the service or product provided by the organization.

Mission focus brings flourishing by disclosing what is not mission critical.

Jesus’ mission statement did not list things which He would avoid in His work. But the act of naming the mission critical items identified many other actions that would be a waste of time and energy for His calling.

Some leaders assume that all activity is important. But serving leaders continually watch what is being done in the organization and call out any activity that is a wasted effort. They understand that the “not to do” list is often as critical as the “to do” list. They remove obstacles from their team that detract from the activities that are critical. As they do, they build an organization that flourishes.

For further reflection and discussion:

• Reflect on your own leadership journey in relation to mission clarity. On a scale of 1-10 (10 is perfect) how would you rate your own mission clarity?
• Have I talked to those I serve (our members, customers or clients) to ask what things they most value that we do for them? In what ways does this shape my understanding of what is central to our mission?
• How clearly have I articulated to my team the actions which are most central to our mission as an organization?
• Is my team clear on what activities we should not be doing? How well does our culture eliminate waste from our actions?
• In addition to the scripture used in this issue, reflect on the following verses from the life of Jesus: Matthew 10:8, 28:18-20; Mark 10:45; Luke 4:18-29, 43, 19:10; John 10:20, 12:46, 18:37; Acts 1:8.  What additional insights 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: Team Synergy

*Note: This series is based on The LeadersServe Culture which is designed to help people flourish and organizations thrive. This happens when leaders serve. The LeadersServe Culture training provides an in-depth look at each of these elements with practical exercises to clarify, communicate and cultivate each one into the life of your organization. For more information about this model and other training resources visit LeadersServe.com.

#389, January 8, 2025

Leaders call others to follow, but leaders also follow! Paul was an amazing leader in so many ways. He was an apostle, a pioneer in the early church, a church planter, an author, and a developer of other leaders. Yet consider his call to the believers in Corinth:

Follow my example, as I follow the example of Christ (1 Corinthians 11:1, NIV).

Paul packs a lot of leadership principles in this short sentence! He calls the Corinthians to follow his example, a basic leadership action. But he calls them to follow “as I follow…Christ”. Paul was a leader and a follower. Paul was stating a reality that many leaders overlook, leaders also follow. In this exhortation Paul acknowledged that he was first a follower, then a leader. Because he followed, he called others to follow.  In this series, we’ll look at four categories of people that good leaders follow. In this issue, we’ll examine how serving leaders follow those in authority over them. 

All legitimate leaders are under some authority. All leaders are subject to the laws imposed by their governments. Many leaders have a direct boss or supervisor. Other leaders have a board or governing body that provides directions. Church leaders have overseers, bishops or others to which they are accountable. In democratic nations, presidents are accountable to the citizens who elect them. Business owners are accountable to their customers, employees, investors and the laws under which they operate.

How do serving leaders follow those who are in authority over them?

Serving leaders follow those over them by respecting their authority.  

Paul clearly recognized the authority Christ had over him. His following was a willing acknowledgment that Christ had the authority to tell him what to do. He did not resist that authority; instead, he showed respect and followed willingly.  

Some leaders drag their feet or become annoyed at any suggestion from authority. They might show outward agreement with the authority but quietly let everyone around know that they do not like what is happening. They don’t fully respect the right of the boss or the board to tell them what to do.

But serving leaders acknowledge and respect those over them. They talk respectfully about those over them. Even when they disagree with a direction or decision, they voice their view respectfully and respect the right of their authority to make a final decision.

Serving leaders follow those over them by supporting their priorities.      

Paul said that he followed “the example” of Christ. He understood the priorities of Christ and he sought to live those out in his daily practice.

Some leaders don’t even care about the priorities of those over them. They simply pursue their own dream. Others pay lip service to the priorities of those above them but don’t act on them in their daily leadership. But serving leaders seek to understand and implement the priorities of those over them.

Serving leaders follow those over them by seeking their success.

Paul didn’t measure his success by what he wanted. Instead, he was focused on carrying out the mission that was given to him by Jesus. Before he encountered Jesus, he was focused on his own goals; now, he simply wanted to see the mission of Jesus succeed.

Some leaders focus their leadership energy on their own success. They make decisions based on how they will benefit and how that action will make their dream happen. But serving leaders seek the success of those in authority over them. Ultimately, they lead to hear the words, “Well done, good and faithful servant” (see Mt. 25:23).   

Serving leaders see those who are in authority over them as a blessing and gladly follow!

For further reflection and discussion:

• What is my heart attitude towards those in authority over me? How do I reflect this in my leadership? What is the impact of my attitude on those who follow me?    
• How clearly do I understand the priorities of those in authority over me? What have I done to clarify my understanding of these priorities? Are my leadership actions aligned with those priorities or do I quietly implement what I believe is most important?  
• Do I measure success by my own metrics or by the goals of those in authority over me? How does this impact the way those under me measure success?       

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how leaders follow those ahead of them.  

We have reflected on two actions that serving leaders take which produce a thriving world—they shape the vision and set the values. A third action serving leaders take to produce thriving is to share the mission. Again, consider Paul’s vision of the church body.

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 of speaking the truth in love, we will grow to become in every respect the mature body of him who is the head, 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). 

Paul describes a thriving world in which each part is doing its part and the body is growing to healthy maturity. In this issue, we focus on how serving leaders share the mission of the organization. The Serving Leader Model® calls this “Blaze the Trail”.  Mission addresses the question, “What do we do that brings value to those we serve?” 

Serving leaders share the mission by clarifying priorities.

Paul reveals the mission of the body in this passage. There are “works of service” and an acknowledgment that “each part does its work.” There is work to be done and clients, customers, or members to serve. Each member has a part to play in fulfilling the mission and every organization has a unique way in which they add value to the world. Many leaders focus on making sure everyone is busy. But serving leaders share the mission with everyone by clarifying priorities so that everyone is busy doing the right things. They make it abundantly clear to everyone what work serves the customer/client/member in ways that ensure the mission is accomplished. 

Serving leaders share the mission by teaching.

Paul encourages the leaders to “equip his [God’s] people for works of service.” He understood that thriving required the leaders to teach others how to do their work. Many leaders, especially founders of organizations, intuitively understand the special value that they bring and what special “flavor” of service they bring to the world. And they assume that in time others will learn it from them. But serving leaders realize that mission critical work must be taught. They are quick to say, “Let me show you how we do this in this organization and why doing it this way helps us accomplish our mission.” They teach, train, observe, correct and instruct until the work is done in the right way.

Serving leaders share the mission by removing obstacles.

Paul talks about the “waves” and “winds” that will distract people from the real work of the church. He recognizes that it will be easy to lose focus and start doing things that don’t really produce maturity. Over time many leaders slowly allow excessive reporting, unnecessary meetings, redundant tasks, and inefficient workflows to develop. But serving leaders work continually to remove obstacles to the mission.

Where the mission is clear and everyone knows how to do their part to accomplish the mission people thrive!

For further reflection and discussion:

-Reflect on your own leadership in this area. How effectively does my leadership share the mission of our organization? How does my leadership in this area impact the thriving of our team?

-How clear is our mission? What do I need to do as a leader to clarify what activities are mission-critical in our organization?

-What percent of my time is invested in teaching others how to do their work? What should it be? What do I need to do to move in the right direction?

-What areas of waste exist in my organization? (Consider inefficient movements, wasted time, meetings that are not focused, paperwork, time spent on email and other areas.) Which one of these will I do something about today?

-Read again the scripture above (Ephesians 4:11-16) considering your organization in the area of your mission. 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 how serving leaders create thriving by synchronizing their teams.

Click here for a resource from Center for Serving Leadership to help you in this area: BTT Success Factors Discovery Tool A4 v.17

#384  Serving Leaders
Produce a Thriving World: They Share the Mission October 16, 2024Snippet:  Reflections for Serving Leaders, latest issueWe have reflected on two actions that
serving leaders take which produce a thriving world—they shape the vision and
set the values. A third action serving leaders take to produce thriving is to
share the mission. Again, consider Paul’s vision of the church body. 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 of speaking the truth in love, we will
grow to become in every respect the mature body of him who is the head, 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).  Paul describes a thriving world in
which each part is doing its part and the body is growing to healthy maturity.
In this issue, we focus on how serving leaders share the mission of the
organization. The Serving Leader Model® calls this “Blaze the Trail”.  Mission addresses the question, “What do we
do that brings value to those we serve?” 
Serving leaders share the mission by
clarifying priorities. Paul reveals the mission of the body
in this passage. There are “works of service” and an acknowledgment that “each
part does its work.” There is work to be done and clients, customers, or
members to serve. Each member has a part to play in fulfilling the mission and
every organization has a unique way in which they add value to the world. Many
leaders focus on making sure everyone is busy. But serving leaders share the
mission with everyone by clarifying priorities so that everyone is busy doing
the right things. They make it abundantly clear to everyone what work serves
the customer/client/member in ways that ensure the mission is
accomplished.  Serving leaders share the mission by
teaching. Paul encourages the leaders to “equip
his [God’s] people for works of service.” He understood that thriving required
the leaders to teach others how to do their work. Many leaders, especially
founders of organizations, intuitively understand the special value that they
bring and what special “flavor” of service they bring to the world. And they
assume that in time others will learn it from them. But serving leaders realize
that mission critical work must be taught. They are quick to say, “Let me show
you how we do this in this organization and why doing it this way helps us
accomplish our mission.” They teach, train, observe, correct and instruct until
the work is done in the right way. Serving leaders share the mission by
removing obstacles. Paul talks about the “waves” and
“winds” that will distract people from the real work of the church. He
recognizes that it will be easy to lose focus and start doing things that don’t
really produce maturity. Over time many leaders slowly allow excessive
reporting, unnecessary meetings, redundant tasks, and inefficient workflows to
develop. But serving leaders work continually to remove obstacles to the
mission. Where the mission is clear and
everyone knows how to do their part to accomplish the mission people thrive!   For
further reflection and discussion:Reflect on your own leadership in this
area. How effectively does my leadership share the mission of our organization?
How does my leadership in this area impact the thriving of our team? How clear is our mission? What do I
need to do as a leader to clarify what activities are mission-critical in our
organization? What percent of my time is invested in
teaching others how to do their work? What should it be? What do I need to do
to move in the right direction? What areas of waste exist in my
organization? (Consider inefficient movements, wasted time, meetings that are
not focused, paperwork, time spent on email and other areas.) Which one of
these will I do something about today? Read again the scripture above
(Ephesians 4:11-16) considering your organization in the area of your mission.
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 how
serving leaders create thriving by synchronizing their teams.   Click here for a resource from Center
for Serving Leadership to help you in this area: Success Factors Discovery Tool
 

Serving leaders surrender their business* or organization and see their role as stewards. They shape the organization by focusing on the value they bring to the world, by developing people and creating a culture of excellence. They also serve the organization by taking time to work on the business. Many leaders spend nearly all of their time working in the business, doing the daily tasks that need to be done. But serving leaders find ways to step back and focus on strategic planning, building leaders and long-term development of the business.  They consider scriptures like these:

“Where there is no revelation [KJV “vision”] people cast off restraint (Proverbs 29:18a, NIV).

²⁸ “Suppose one of you wants to build a tower. Won’t you first sit down and estimate the cost to see if you have enough money to complete it? ²⁹ For if you lay the foundation and are not able to finish it, everyone who sees it will ridicule you, ³⁰ saying, ‘This person began to build and wasn’t able to finish’ (Luke 14:28-30).

The plans of the diligent lead to profit as surely as haste leads to poverty (Proverbs 21:5).

¹⁷ Moses’ father-in-law replied, “What you are doing is not good. ¹⁸ You and these people who come to you will only wear yourselves out. The work is too heavy for you; you cannot handle it alone. ²¹ But select capable men from all the people—men who fear God, trustworthy men who hate dishonest gain—and appoint them as officials over thousands, hundreds, fifties and tens. ²³ If you do this and God so commands, you will be able to stand the strain, and all these people will go home satisfied” (Exodus 18:17, 18, 21, 23, NIV).

Serving leaders serve the organization by clarifying direction.

Effective organizations have clarity on vision, mission and values. Without clarity on vision people will “cast off restraint” or live carelessly. Leaders who spend all their time in the daily tasks that need to be done fail to provide the direction the organization needs to thrive. Serving leaders take time to work on the organization by clarifying vision, mission and values. They often spend time reminding people of these core elements that bring meaning and purpose to the daily tasks. This clarity results in purpose and meaning in the work and increases the engagement of the hearts of people in what they are doing. Only leaders can clarify direction.

Serving leaders serve the organization by careful planning.

Some leaders are so busy doing the work that they don’t take time to plan for the work. They are too busy to “sit down and estimate the cost.” But serving leaders recognize that part of their role as a leader is to ensure that plans are properly made and carried out. They look down the road and anticipate future challenges and make plans to prepare the organization for long-term success. Only leaders can ensure that adequate planning takes place in an organization.

Serving leaders serve the organization by creating leaders.

Moses was a classic leader trying to do all the work himself when his father-in-law gave him great leadership advice to develop leaders from the people. Some leaders focus on getting the work done through people. But serving leaders focus on developing the people that they have. They understand that they will never have too many leaders in the organization and that only leaders can ensure that the organization is producing leaders.

Remember, it’s not your business! Serving leaders serve the organization by working on it.

For further reflection and discussion:

• How clear in my organization is our vision (why we exist)? Our mission (what we do that benefits the world)? Our values (How we relate to each other and those we serve)? What do I need to do to make these directional pillars an integral part of our daily work?
• Do I naturally focus on planning or execution? What does this indicate about who I need to work closely with on my team? Do we take enough time for strategic planning in our organization? If so, reach out to your team and thank them for their work in effective planning and point out how it benefits the organization. If not, when will I schedule time for this?
• How effectively do I focus on developing leaders in my organization? What is my plan to keep developing leaders? What steps can I take to create an organization that focuses on developing leaders?

Until next time, yours on the journey,

Jon Byler

*Note: In this series we use “business” to apply to any type of organization whether for profit or non-profit. The principles of this series apply to for-profit enterprises, non-profits (such as churches or NGO’s) and any other domain of work and service. 

If you would like a PDF of this series in one document, click here to download.

Beginning with the next issue we will update our branding for this newsletter. The content will remain the same but we will have a new look!”

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

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

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

Serving Leaders Blaze the Trail by mentioning what matters  

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

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

Serving Leaders Blaze the Trail by minimizing distractions  

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

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

Serving Leaders Blaze the Trail by maintaining consistency     

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

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

For further reflection and discussion: 

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

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

Until next time, yours on the journey, 

Jon Byler 

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

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

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

Leaders often develop plans and strategies for what they could accomplish and they start running towards the goal.  But serving leaders don’t ask what they could start doing, but what they should start doing. They again carefully observe Paul’s instructions.  

²²You were taught, with regard to your former way of life, to put off your old self, which is being corrupted by its deceitful desires; ²³to be made new in the attitude of your minds; ²⁴and to put on the new self, created to be like God in true righteousness and holiness (Ephesians 4:22-24, NIV). Paul talks first about what needs to be “put off” or stopped. We looked at this with the question, “What should I stop doing?” When progress is made in this area, serving leaders now have some margin in their time and can move to Paul’s instruction to “put on the new self” by asking another question of themselves, “What should I start doing?” Serving leaders should start (or do more in) at least three areas.   

It is always right to ask…and to do more in three areas..  

Serving leaders ask “What should I start doing?“ to focus on leading instead of doing.    

All leaders rise to leadership positions because they are effective at accomplishing tasks, they know how to get the work done! But as serving leaders rise in leadership, they recognize that they need to start focusing on leading others instead of doing these tasks. A mental shift is required for them to put down the ‘tools’ they have learned to use so well and focus on leading others well. Paul talks about changing the “attitude of your minds” before he talks about what needs to be “put on”. As serving leaders stop doing the work themselves, they start doing more and more leadership. They spend more time working on the company than in the company. Serving leaders look at their calendar to evaluate how much time they spend leading vs. doing tasks. Then they adjust their calendar until the focus is on leading well.  

Serving leaders ask “What should I start doing?“  to do what brings greatest return.  

Effective leaders recognize that not all their leadership actions bring equal results to their organization. When they stop doing some things that bring less return, they are able to start doing more of the things that bring maximum impact. A serving leader may recognize that strategic thinking is one of the best things she can do for the organization, so she begins setting aside blocks of time for thinking. Another may determine that their greatest impact is keeping their vision clearly focused and widely understood. As a result, he starts allocating more time to work at communicating the vision to the organization. Serving leaders work hard to determine their priorities and start doing more of what matters most.  

Serving leaders ask “What should I start doing?“ to better develop their gifts.  

As leaders learn to say ‘no’ to the areas in which they are not gifted or which should be delegated to others, they find that they are able to focus more clearly on the areas of their strengths. This means that they will do more of what they are best at doing. Serving leaders also start deliberately developing their gift. This happens as they set aside time, not to exercise their strength, but to sharpen it. They start spending time reading about areas of their strength, talking with a trusted mentor, and learning from others who have excelled in that area. They take time to develop their gift.  

For further reflection and discussion: 

• Before I look at what I should start, have I stopped the things that I should not be doing so that I have some space for new areas of growth? (If not, review the previous issues!)  
• What percentage of my current time is spent on leadership actions and what percentage is spent doing the work? What would be ideal for me right now in my position? What will I do to move towards that goal?  
• Of all the things I do as a leader, what three or four things brings the greatest return to my organization? What can I do to start doing more of these things?  
• What area of personal strength can I focus on to develop? What steps can I take to develop this strength? When will I begin?  

Until next time, yours on the journey, 

Jon Byler 

In the next issue, we’ll look at the related question serving leaders ask others: “What should you start doing?”  

Leaders are people of action and most have a long list of things they plan to do to change their world. But serving leaders also stop and ask themselves what they are doing which they should stop!  

Paul provides these instructions to all Christians, ²²You were taught, with regard to your former way of life, to put off your old self, which is being corrupted by its deceitful desires; ²³to be made new in the attitude of your minds; ²⁴and to put on the new self, created to be like God in true righteousness and holiness (Ephesians 4:22-24, NIV).  Paul’s instructions tell us that a part of our Christian growth is to stop doing some things and begin doing other things. He provides several examples in the following verses (25-32)—stop lying, start speaking truth; stop stealing, start working to bless others; stop unwholesome talk, start meeting the needs of others with your tongue. While these actions relate to spiritual growth serving leaders learn to look at their actions to see what needs to be “put off” or stopped. They do this for three reasons.  

Serving leaders ask “What should I stop doing?“ to clarify priorities.  

Paul’s command to “put off” relates to things which are always wrong to do. Wrong actions clearly should be stopped! Leaders, however, often face an additional dilemma. Of several good things which could be done, which one should I do? Serving leaders learn to stop doing some things so that they can focus on things which are a higher priority. They say ‘no’ to the less important to say ‘yes’ to the most important. They recognize that serving others often means saying “no.”  

Serving leaders ask “What should I stop doing?“ to increase productivity.  

Serving leaders recognize that they have limitations with their time. They cannot physically continue to do more and more. As activity and responsibilities increase it becomes harder to focus on the task at hand and productivity decreases. Leaders who continually accept new responsibilities without a corresponding end to others find themselves in a frantic struggle to do more and more. They are soon fatigued physically and mentally and are not able to bring their best selves to the task at hand. Serving leaders learn to look at their tasks on a regular basis and ask what they should stop doing. If the tasks do not actually need to be done, they simply stop. If they need to be done but should be done by someone else, they delegate to others. As serving leaders stop doing the things they should not do, they are able to productively do the things they should be doing.  

Serving leaders ask “What should I stop doing?“ to empower others.  

Leaders often do many things that could be effectively done by others. They justify their actions with convincing arguments that they do them well, they are working hard and that the activities are a part of their job description. But serving leaders recognize that when they continue doing things that others on their team could do, they not only diminish their own effectiveness but they stunt the growth and development of others. When they deny others the opportunity to grow, leaders place themselves in a vicious cycle of unending responsibility. Serving leaders learn to ask themselves what they should stop doing to identify areas that could be passed on to others. They slow down enough to ask the question, and then make a plan of how effective delegation can be done. If training is needed, they put that on their ‘to do’ list. Serving leaders learn to keep a “not to do list” next to their “to do list.”  

For further reflection and discussion: 

• What is on my “to do” list that are not high priorities for my role as a leader? (Begin a “not to do list.”) 
• What things am I currently doing, that keep me from being fully productive? (Add them to the list you started above.)  
• What things am I currently doing which others on my team could do either immediately or with proper training and empowerment? (Add them to your list.)  

• Now look at your list and decide what needs to be done for each item. If it is not essential to accomplish your vision, simply stop doing it! If it is something that someone else should be doing, put their name next to the item. Then indicate whether they are ready for the task or need training to be ready. Where training is needed, indicate when you will do that and add that time to your “to do” list. Use the chart below if helpful.  

Until next time, yours on the journey, 

Jon Byler 

In the next issue, we’ll examine the related question serving leaders ask others:  ‘What should you stop doing?” 

Leaders never quit, right? Wrong! Great leaders know when it’s time to persevere but they also know that there is a time to quit! Moses learned this lesson from his father-in-law. The next day Moses took his seat to serve as judge for the people, and they stood around him from morning till evening. When his father-in-law saw all that Moses was doing for the people, he said, "What is this you are doing for the people? Why do you alone sit as judge, while all these people stand around you from morning till evening?" Moses answered him, "Because the people come to me to seek God's will. Whenever they have a dispute, it is brought to me, and I decide between the parties and inform them of God's decrees and laws." Moses' father-in-law replied, "What you are doing is not good. You and these people who come to you will only wear yourselves out. The work is too heavy for you; you cannot handle it alone. Listen now to me and I will give you some advice, and may God be with you. You must be the people's representative before God and bring their disputes to him. Teach them the decrees and laws, and show them the way to live and the duties they are to perform. But select capable men from all the people– men who fear God, trustworthy men who hate dishonest gain– and appoint them as officials over thousands, hundreds, fifties and tens (Exodus 18:13-21).

We often see this story as one that teaches about delegation and it is. But it is more than that. It is about Moses needing to make tradeoffs which every leader must make. It was time for Moses to quit doing some things he was doing! When is it time to quit?

It’s time to quit when the good keeps you from the best.

Moses was serving the people as a judge. That’s a good thing! But Jethro said, “What you are doing is not good!” This good act of service kept Moses from doing the best. Jethro reminded him that his calling was to represent the people to God. Only Moses could do this and it was the best thing he could do. To change from the good to the best, Moses needed to quit some things. He needed a tradeoff; quit the good to focus on the best. Servant leaders are willing to give up to go up. They are willing to quit the good to focus on the best.

It’s time to quit when you are doing work others should do.

Moses was doing a good job but Jethro reminds him that there are other “capable men” who could do what he was doing, especially judging the easier cases. Moses work was actually hindering the growth and development of these men! Moses needed to quit and allow them to learn to lead. Servant leaders are willing to quit what they do well for the sake of the growth of their team. They look for things that are not in their area of strength or gifting and pass them on to others. They also look at things they do well, but which others could also do well. They quit so others may begin!

It’s time to quit when you are sacrificing your health for the work.

Jethro saw that Moses’ was wearing himself out! He was working from early morning to late in the evenings. Some would have applauded his sacrifice, but Jethro tells Moses that it’s time to quit! Servant leaders know that it’s time to quit when they are sacrificing their health for the work.

Servant leaders reflect on Moses’ example. They look for things they are currently doing which are outside their gifting, strengths or calling and they quit! They look for good things which keep them from their best and they quit those things! And when they recognize their bodies are suffering from the work, they find something to quit! What do you need to quit so you can move forward in your leadership?

For further reflection and discussion:

• If Jethro was to watch me lead for a day, what might he tell me to quit?
• Are there good things that I am doing which keep me from the best? What are the things which only I can do on my team? What things do I need to quit to focus on these?
• What things am I doing which others on my team could do? What keeps me from empowering them?
• Are there ways that I am sacrificing my physical, mental or emotional health for my work? What do I need to quit to find a healthy balance?

Many leaders know how to work hard; only a few know when it is time to rest. Yet rest is a part of God’s plan for all leaders. Creation introduced a rhythm of day and night. The concept of a weekly Sabbath rest was also introduced in the creation and repeated often throughout scripture. Jesus taught His disciples an important lesson in the following account. The apostles gathered around Jesus and reported to him all they had done and taught. Then, because so many people were coming and going that they did not even have a chance to eat, he said to them, "Come with me by yourselves to a quiet place and get some rest." So they went away by themselves in a boat to a solitary place (Mark 6:30-32). At the time of this story, the disciples had gone out for a time of ministry and accomplished many things. There were “many people coming and going.” It was an exciting time with signs of activity all around. Every leader dreams of this time when there are many positive indicators of growth. But instead of asking the disciples to work harder, Jesus led the disciples away from the work to a quiet place to rest! In doing so, He reminds all servant leaders that there is a time to work hard but also a time to rest. Why do servant leaders need rest?

Rest refreshes.

Rest refreshes us physically, spiritually and emotionally. Our physical bodies need a time of rest after activity. We can ignore this for a brief time, but finally, our bodies demand rest. A good night of sleep refreshes our physical body. Rest refreshes our spirit by taking us away from the demands of work that drain our spiritual energy. Rest allows us time to reconnect with God at a deep level. Rest also allows us to be refreshed from the intensity of emotion that comes as we interact with many people. Issues that disturb us look so different after we have a good night of sleep or a time away to rest. The disciples had completed a stressful time of labor and there was no end in sight. They were tired and needed to rest. Servant leaders acknowledge their need to be refreshed and accept the call to rest.

Rest refocuses.

Rest allows us to refocus our attention on the things that are most important. The disciples were nearly overwhelmed with the needs of the crowd and needed some time away to allow them to refocus their attention on the most important activities. Servant leaders use rest as a time to think and reflect, to assess priorities and current activities. They are able to refocus with clarity after a time of rest. They welcome rest because they acknowledge their own tendency to be busy doing the wrong things.

Rest reminds.

When leaders are busy with a lot of activity it is easy to believe that that they are indispensable. It is easy for a leader to think that he or she is the reason that things are happening. The disciples needed a reminder that the work of God would go on without them. Rest reminds servant leaders that they are not indispensable. Not everything will get done and not everything must be done. Visionary leaders easily believe that more work is the way to great achievement. Rest reminds servant leaders that they are human and cannot keep going all the time. Servant leaders welcome rest because they know they need another reminder of who they are and who they are not.

The example of Jesus teaches servant leaders that rest will not happen automatically; it must be planned intentionally. All leaders need time to rest and Jesus models the way. We would do well to listen to Him as He says to us, “Come with me…and get some rest.”

For further reflection and discussion:

• When I do not get adequate rest, how is my leadership impacted? What people are most affected? How does lack of rest impact me emotionally? Spiritually? Physically?
• What plans do I have to get adequate rest? Have I considered what I need to do daily, weekly, yearly? If not, what is God inviting me to do to begin?
• Do those I lead have time for adequate rest? Am I encouraging them, like Jesus, to stop and rest or do I keep expecting them to do more and more? What needs to change?