Flourishing things are attractive. We love to look at a well-manicured flower garden where all the plants are healthy and strong. The same is true for organizations that flourish—they are attractive. Flourishing plants require healthy soil; flourishing organizations require a healthy culture.

In this series we’ll examine 6 elements of a flourishing culture* and look at how Jesus modeled these elements in his own leadership. The first element of a flourishing culture is a servant leader. The servant leader shapes the culture to help organizations thrive. Jesus illustrates this with His life and teaching.

²⁴ A dispute also arose among them as to which of them was considered to be greatest. ²⁵ Jesus said to them, “The kings of the Gentiles lord it over them; and those who exercise authority over them call themselves Benefactors. ²⁶ But 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. ²⁷ For who is greater, the one who is at the table or the one who serves? Is it not the one who is at the table? But I am among you as one who serves (Luke 22:24-27, NIV).

 Jesus contrasts typical leadership with the way He serves.

Servant leadership brings flourishing by lifting others.

Jesus observes, “The kings of the Gentiles lord it over” those they lead. They see themselves at the top of the organizational chart. They are the bosses that tell others what to do. They rule; others obey! They lift themselves up. But Jesus challenges us to become like the youngest and to lift others up rather than ourselves. Some leaders lift themselves up. Servant leaders lift others up. People flourish when they know their leader genuinely wants to see them succeed.

Servant leadership brings flourishing by acknowledging others.

Jesus notes that “those who exercise authority over them call themselves Benefactors.” They give themselves nice titles and accolades. They celebrate their own success and watch for failure in those they lead. Jesus points to a different way of leading. He calls us to recognize the achievements of others, to celebrate their successes, to catch people doing what’s right and call it out!     

Some leaders shine the light on themselves but servant leaders shine the light on others. People flourish when their achievements are celebrated and when they know their leader is cheering them on.

Servant leadership brings flourishing by modeling for others.

After Jesus illustrates the difference between common leadership in the world and His leadership, He also states the obvious, “I am among you as one who serves.” Jesus was the model of the radical leadership He was asking of His followers. He showed them that leadership was not about who has the highest title or position. He used His power, but it was always to serve others, not His own interests. He practiced what He preached. His mission was to lower Himself to become a man and to follow the path of humility to the cross. His serving was not a leadership technique—it was the heart of who He was.

Some leaders tell others what to do, but they don’t follow their own standards. But serving leaders humbly model what they call others to do. They live out their heart of service. People flourish when their leader is a person of integrity who practices what they proclaim.  

For further reflection and discussion:

• Reflect on your own leadership journey in relation to being a servant leader. On a scale of 1-10 (10 is perfect) how would you rate your own leadership?      Why?
• In what way have I used my leadership role to lift others up?      In what ways could I lift others up more often and deliberately?   Are there things in my heart that keep me from lifting others up, eg. fear, pride, insecurity?
• Reflect on how you can celebrate a recent success of those you lead. Develop a plan of action on what you will do and when you will do it.
• How confidently can you say to others, “I am among you as one who serves”?   What would it take for you to be able to say this more confidently?   
• In addition to the scripture used in this issue, reflect on the following verses from the life of Jesus:  Matthew 20:20-28; Mark 5:25-34, 6:30-34, 10:13-16, 35-45; John 13:1-17; What additional insights do you find?    

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at the next element of a flourishing culture: Vision Clarity

*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 exercise 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.

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.  

The vision of Nehemiah to rebuild the wall required a variety of strengths to accomplish. Nehemiah recognized that he did not have all the strengths needed to accomplish the task—he needed a team. He was a great leader but Nehemiah was not capable of doing all that was needed for the building of the wall and community. This included casting vision, strategic thinking, administration, craftsmanship, technical skills, teaching, etc. Serving leaders recognize that there’s no such thing as a well-rounded leader, but there are well-rounded teams. Nehemiah models how serving leaders build teams based on strengths.   

Serving Leaders Build on Strength by acknowledging different roles    

The physical rebuilding needed people who could carry stones, those who were capable of doing masonry work, others skilled in timber and iron construction for the doors, etc. Beyond the construction of the wall, the story of his leadership also demonstrates a wide variety of tasks and roles including goldsmiths and merchants (3:31), guards (4:16), those who blew the trumpet (4:18), messengers (6:3), musicians (7:1, 12:27), keepers of the storerooms, gatekeepers (7:1; 11:21), leaders in charge of different areas (7:2, 70; 11:1, 11;  12:7-8; 15:16), teachers (8:4-8), temple servants (11:21), and priests and Levites (12:1-7). Nehemiah acknowledged all these roles as necessary for achieving the vision. The people doing menial tasks were as essential to the work as the person blowing the trumpet.  

Some leaders see their leadership role as critical but don’t appreciate the person who answers the phone or the one who cleans the floor. But serving leaders recognize that all tasks, even the menial ones, are vital to accomplishing the vision.  They verbally appreciate the role of each member of the team and acknowledge that the different strengths are all necessary.    

Serving Leaders Build on Strength by aligning work with passion  

In the building of the wall there were certainly times when people worked in areas outside of their strength. The job needed to be done! But Nehemiah also deliberately assigned tasks that would align with passion.  One example, “Above the Horse Gate, the priests made repairs, each in front of his own house” (Nehemiah 3:28, NIV). 

Nehemiah strategically placed people to build the wall that was close to their own homes. He knew that they would be more energized to do the work that was near to their heart! He was aligning their work with their passion. Some leaders assign tasks with little thought to whether the person will enjoy doing the work. But serving leaders look not only at ability for a task but passion. They recognize that someone may be very capable of performing a role, but not energized by doing it. Serving leaders look for ability combined with passion.  

Serving Leaders Build on Strength by applauding joint success  

Nehemiah worked hard and the wall was finally completed. Then they celebrated!  

At the dedication of the wall of Jerusalem, the Levites were sought out from where they lived and were brought to Jerusalem to celebrate joyfully the dedication with songs of thanksgiving and with the music of cymbals, harps and lyres (Nehemiah 12:27). The celebration included two choirs marching around the wall in different directions with sounds that were heard “far away”! Nehemiah applauded the work that the entire community had accomplished.  

Some leaders focus on the work, but never pause to celebrate. Or they focus on an individual accomplishment without acknowledging the work of the team. But serving leaders applaud success and find ways to celebrate the accomplishments of individuals and the team.  

For further reflection and discussion:  

• How well do I know my own strengths and passions? Am I working to focus more of my time and energy on the things I do especially well?  
• Do I see the tasks of each person, especially the menial ones, as vital to the success of our team? What have I done this week to affirm the value that each one brings to our team? 
• When I see someone on my team doing a task well, do I assume that they have passion for that work, or do I inquire about their passion? Ask one or two of them, “If you do this all day long, do you go home energized or drained?” What do I learn from their response? How can I better align my team around passions? 
• How well does our team celebrate success? What have we done recently that should be celebrated? What do I need to do to ensure that we have the celebration?   

• Read the story of Nehemiah and reflect on other ways that he demonstrated this action, Build on Strength. Especially reflect on the story of their celebration in chapter 12. 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 examine how Nehemiah’s leadership empowered others and prepared for succession.  

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.

Delegation is hard! It’s not easy to release power and allow others to do what you do well. Yet delegation is an essential part of effective leadership. Elijah illustrates how secure leaders are able to release power to their followers.

⁹ When they had crossed, Elijah said to Elisha, “Tell me, what can I do for you before I am taken from you?” “Let me inherit a double portion of your spirit,” Elisha replied. ¹⁰ “You have asked a difficult thing,” Elijah said, “yet if you see me when I am taken from you, it will be yours—otherwise, it will not” (2 Kings 2:9-10, NIV).

Elijah had mentored Elisha for over 5 years and at the time of this exchange they both knew that Elijah would soon be gone. Their final conversation reveals how Elijah was able to delegate because he was a secure leader. 

Secure leaders delegate because they focus on others.

Elijah’s question to Elisha is profound, “What can I do for you before I am taken from you?” Elijah was a great prophet and had an entire school of prophets that recognized his authority and leadership. He had specifically called Elisha to assist him in his work and to serve him. (see 1 Kings 19:19-21) He had every reason to focus on himself at the time of his departure, but instead his focus was on Elisha! He was secure enough to realize that the world did not revolve around him, there were others that he was called to serve.  Insecure leaders lack confidence in who they are and their authority. They see others as a means to accomplish tasks that will accomplish their agenda. These leaders ask, “What can you do for me?” Serving leaders ask, “What can I do for you?” Serving leaders focus on others.   

Secure leaders delegate because they focus on the achievements of others.

Elisha’s request was “a double portion of your spirit.” He wanted to not only replicate Elijah’s life and mission, but to double it! Elijah acknowledged that this was “a difficult thing” and was not ultimately his choice to determine how God would use Elisha. But he was not threatened by the thought of his follower doing more than he had done! He was secure in his calling and role and knew that nothing Elisha would accomplish would make himself less. He was able to focus on and celebrate the success of others.  Insecure leaders focus on their own achievements, not those of others. They see gifted followers as a threat to their own role and power. But serving leaders are secure and celebrate the accomplishments of others. They let go of their own pride and ego. Their desire is to see others succeed and they focus on the achievements of others instead of their own.

Secure leaders delegate because they focus on succession.  

Elijah knew he would soon be gone. But instead of seeing his departure as an event to be mourned he saw it as an opportunity to empower Elisha. He was secure enough to realize that the work would continue and flourish after his departure. Insecure leaders can’t imagine a world in which they are not in charge, doing what they do well and love to do. They don’t think of preparing others to carry on after them. They spend their time focused on accomplishing as much as they can to prove their value.  But secure leaders begin a role with the end in mind, the day that they will no longer be in that role. Their work is to prepare others to carry on the work and they serve by focusing on succession. Serving leaders recognize that the true measure of their leadership lies in what happens after they are gone.

For further reflection and discussion:

• In what areas do I struggle to release power to others? What does this say about the condition of my heart and my own security or lack of security?
• How often do I ask those who serve me “How can I serve you?” How does this change my approach to leadership? Who is someone on my team that I can ask this question in the next few days?
• How do I celebrate the achievements of others on my team? Who has done something recently that I can acknowledge publicly?
• In what ways have I prepared others for the time that I will no longer be in my current role? What additional steps can I take to better prepare for succession?

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how secure leaders embrace differences.

Special Note: Let’s Celebrate!

The very first edition of this eZine was published 15 years ago, in Feb. 2009! I’m honored and humbled to celebrate this milestone with serving leaders like you. To celebrate I’d love to share with you a free pdf copy of “Signposts for the Journey: Volume 3: Reflections of a Servant Leader on Daniel, Paul, Trust, Timing, Temptation and More…” This book is a compilation of 52 Issues, Click here to download your copy.   And if you want to take a peek at the very first issue “Whips and Washbasins” here it is. (Interestingly I mentioned insecurity in that issue as well!)

In the previous issue we looked at how Jesus was a secure leader because He knew His authority, identity and destiny. His security allowed him to serve His disciples. Now, we’ll look at several ways that secure leaders serve those they lead—first by encouraging. The story of Barnabas gives us a beautiful picture of a secure serving leader, expressed in his encouragement. His name meant “son of encouragement” (see Acts 4:36) and one of his first actions was to encourage the church in Jerusalem to accept the newly converted Saul. Later, the leaders in Jerusalem sent him on an important mission to a new church in Antioch.

²² News of this reached the church in Jerusalem, and they sent Barnabas to Antioch. ²³ When he arrived and saw what the grace of God had done, he was glad and encouraged them all to remain true to the Lord with all their hearts. ²⁴ He was a good man, full of the Holy Spirit and faith, and a great number of people were brought to the Lord. ²⁵ Then Barnabas went to Tarsus to look for Saul, ²⁶ and when he found him, he brought him to Antioch. (Acts 11:22-26a, NIV).

Barnabas arrived at this new church and “encouraged them.” We can learn from his example why secure leaders encourage others well.  

Secure leaders encourage because they focus on others.

Barnabas went to Antioch and saw “what the grace of God had done” in the lives of those in the church. He focused on them, not himself. He did not try to show how important he was and display the credentials that brought him to Antioch. Instead, he focused on those he could serve. Insecure leaders can’t get beyond themselves; their world revolves around their own goals, ambitions and objectives. They want others to focus on them. But secure leaders recognize that their leadership is not about them, it is about others. They are able to focus on those they serve.

Secure leaders encourage because they rejoice with others.

Barnabas arrived and saw evidence of good progress in their lives. He knew he was a “good man” but he was secure enough to be ‘glad’ to see others doing well.  Insecure leaders are not confident in their own ability so they look to others to validate their accomplishments and affirm their progress. They work hard to impress others and call attention to their own achievements. They love to hear followers say how good they are and want others to rejoice with them. But secure leaders are confident in their own roles and look at the success of others and rejoice with them.  They serve by encouraging the progress they see in others.

Secure leaders encourage because they value others.

Barnabas not only encouraged the believers in Antioch, but he also looked for Paul to come and help in the work. He valued the teaching gift that Paul would bring to this team and was not threatened by his gifts. He was secure in his own value so could value others.  Insecure leaders are not confident in their own capacity and calling, so they compete with others in their attempt to get to the top and prove their value. They see the gifts of others as threats to themselves. But secure leaders know who they are, they honestly acknowledge their own strengths and weaknesses. They are not in leadership to push others down or to show how good they are. They value the gifts of others and serve by encouraging all the gifts on the team.    

For further reflection and discussion:

• Would those around me describe me as a person who encourages them? (If you’re not sure, ask them!) How does the life of Barnabas challenge me to grow in the area of encouragement?
• How much of my leadership is focused on myself and how much is focused on others? In what practical way today can I focus on and encourage someone on my team?
• When others do well, what is my default response—to rejoice or be envious? Reflect on a recent example where someone else did well and was recognized for that. Evaluate how you responded. In what way did your response impact your leadership?
• In what way do I value the gifts of others on my team? What can I do today to acknowledge and affirm the gift of a colleague or team member?         

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how secure leaders delegate.

We have reflected on several deliberate actions that Paul took to develop his leadership pipeline strategically moving people from one level to the next in their capacity. One action that Paul continually practiced was encouraging those he wanted to develop. Consider these examples from his communication with Timothy:

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

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

¹⁹ I hope in the Lord Jesus to send Timothy to you soon, that I also may be cheered when I receive news about you. ²⁰ I have no one else like him, who will show genuine concern for your welfare. ²¹ For everyone looks out for their own interests, not those of Jesus Christ. ²² But you know that Timothy has proved himself, because as a son with his father he has served with me in the work of the gospel(Philippians 2:19-22).

We sent Timothy, who is our brother and co-worker in God’s service in spreading the gospel of Christ, to strengthen and encourage you in your faith (1 Thessalonians 3:2).

Paul provided Timothy with both private words of encouragement and public affirmation of his gifts and calling. He understood that encouragement results in better leaders and his example shows serving leaders what encouragement produces.

Encouraging leaders produces growth in others.

Paul encouraged Timothy to grow and develop, to “fan into flame” the gifts that he had. Imagine the impact it had for Timothy to hear from Paul that he had a gift within him. An emerging leader often does not even imagine their leadership capacity and it takes someone else to point out their gifts. When an established leader points out the gifts of an emerging leader it is a great encouragement and provides a desire to grow. Paul also called forth what was to become a flame, likely only a tiny spark at the time. But Paul focused on what Timothy would become. What a motivation to grow and develop! Some leaders point to their own gifts but serving leaders highlight the gifts of those they lead. As they do they develop leaders who are growing.

Encouraging leaders produces confidence in others.

As Paul encouraged Timothy, he became a strong leader that “proved himself.” Paul’s public encouragement of Timothy’s strength must have inspired confidence in him. What a confidence builder to know that a mature leader believes that I can do this!

Some leaders believe that pointing out the weaknesses of others will help them become strong. Serving leaders don’t ignore weaknesses, but they encourage and affirm signs of positive growth. And as they encourage, serving leaders build confident leaders.

Encouraging leaders produces reproduction in others.

Paul encouraged Timothy and it is not surprising that Timothy would “strengthen and encourage” the believers in Thessalonica. Encouragement cascades from one leader to another.

Some leaders think they can reproduce leaders by training. But serving leaders reproduce by their example, they model the way. They recognize that leadership is more often caught than taught. So they encourage, and reproduce encouragers!

Do you want growing, confident and reproducing leaders? Lead with encouragement!

For further reflection and discussion:

• Would those who follow me describe me as an encouraging leader? Why or why not?
• Do I more easily offer private words of encouragement or public words? What step can I take to balance both?
• Which person who follows me would I like to encourage? (When you have identified that person answer the following questions about him/her.)
• What gifts do I see in that person?
• What will these gifts produce in the future?
• How can I communicate this privately?
• How can I communicate this publicly?
• When will I do this?

Until next time, yours on the journey,

Jon Byler In the next issue, we’ll examine how Paul developed his leadership pipeline by loving them.

This Christmas season believers all over the world reflect on the amazing story of God entering our world as baby. It is a story filled with angels, dreams, miracles, and awe. At the center of the story we find Joseph and Mary on a journey to Bethlehem, finding a stable in which to spend the night when Jesus was born. While there are so many facets to this story and so many leadership lessons, let’s look at Joseph’s role in this story. Amazingly, we don’t have any recorded words from this man. He served with silence! (Read his story in Matthew 1-2 and Luke 2.)  This is not to imply that he didn’t speak, only that nothing he said is recorded. His silence challenges all serving leaders to learn to serve with silence.

Serving with silence enhances listening.

Joseph’s silence encouraged him to listen and to listen well! When he was considering how to respond to his pregnant fiancé he listened as God spoke to him in a dream. (Matthew 1:18-21). It would have been much harder for him to hear God’s voice if he had loudly declared what he was intending to do. The plan was already in his mind, but had not come out of his mouth and he was able to listen and change his plans. He listened again when his dream instructed them to flee to Egypt to avoid the wrath of king Herod. He modeled well the words that James, possibly his son, would write later, “Lead with your ears, follow up with your tongue, and let anger straggle along in the rear” (James 1:19, MSG). Perhaps James learned this by observing his father.

Many leaders focus on what they say and spend more time speaking than listening. Josef teaches serving leaders that silence enhances listening. Serving leaders recognize that when they are speaking they are not listening.

Serving with silence elevates others.

On coming to the house, they saw the child with his mother Mary, and they bowed down and worshiped him (Matthew 2:9-11a, NIV). Joseph was not even mentioned in the visit of the wise men! And in many other places Mary is named first and honored more. Joseph often acted as a strong leader. He took Mary to be his wife after hearing from the angel. He named Jesus and presented Him in the temple. He guided the family on international journeys. But he did it with few words, none recorded for us. His silence elevated others!

Many leaders elevate themselves by talking a lot. Serving leaders learn that when they are silent about themselves, others can shine. They are quick to give credit to others on their teams instead of drawing attention to themselves. They recognize that speaking often elevates the speaker while silence elevates others.

Serving with silence encourages humility.

After the story of Jesus in the temple at 12 years old, we don’t hear any further mention of Joseph. Mary is sometimes mentioned before Joseph and sometimes he is omitted completely. Joseph served with silence and did not protest about the lack of credit for his leadership. This silence reflects his humility. His ability to listen and elevate others shows the humble heart of a serving leader.

Many leaders speak and make sure that everyone around knows what they have accomplished and the impact they have made in the world. But serving leaders quietly and often silently lead with humility. Silence encourages humility by keeping leaders in a less visible place.

The silence of Joseph is a timely example to all serving leaders. His example certainly does not imply that we should not speak. But he challenges us to serve more by speaking less.  

For further reflection and discussion:

• How often do I lead with silence? What does the life of Joseph call me to practice in my leadership?
• Am I quicker to speak or to listen? How does that impact my leadership? What can I do to strengthen my ability to listen well?
• Are there ways recently that I have elevated myself by speaking? What can I do to elevate others more consistently?
• What does the amount of speaking I do reflect about my heart? Does it reflect pride or humility?                     

Merry Christmas to each of you! It’s a privilege to write these reflections and I’m grateful that you read them. Give a gift to a friend by forwarding this to them and encouraging them to subscribe!

CHRISTMAS GIFT FOR YOU! Center for Serving Leadership has a special Christmas gift, a free offer on our Serving Leader Short Course, normally priced at $99, now FREE until Jan. 2, 2023. Click here to enroll.

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll begin a series on Paul’s leadership pipeline.

There’s not a specific verse in scripture that talks about the humility of Barnabas, but there is plenty of evidence that he served with  deep humility. First, while he was a prominent figure in the life of the church, when the people chose the first deacons, his name was not included (see Acts 6:1-6). This might have been a great disappointment to him, but nowhere is there any evidence that he resented this lack of recognition. An even stronger indication of his humility comes in his relationship with Saul (later called Paul) and how they are noted by the historian Luke who wrote the book of Acts. Early in the story the name of Barnabas is always mentioned first. He was a leader before Paul was even converted so naturally his name was prominent. At the church in Antioch, the name of Barnabas was listed first (Acts 13:1). As they set out on the first missionary journey they went as “Barnabas and Saul” (see Acts 13:6). Barnabas was in the forefront. But very soon this changes.

Paul became the key leader on the team, even in Cyprus, the home of Barnabas. By the time they left Cyprus Luke speaks of “Paul and his companions” (Acts 13:13) and after Mark left it was “Paul and Barnabas” (Acts 13:42). From this point forward their names were nearly always listed in this order. (See exceptions in Acts 14:14 and 15:2, 25). After the disagreement Barnabas had with Paul in Acts 15 (which we will examine in our next issue) Barnabas made a missionary trip that Luke did not even include in his history of the church and the name of Barnabas is not mentioned again. Only a humble leader can continue serving after losing recognition. His humility did not make him a weak leader but a serving leader who focused on others rather than himself. Barnabas shows all leaders how to serve with humility.

Humility serves by spotlighting the gifts of others

Barnabas recognized Paul’s gifting early in their relationship and continually pulled Paul into places where he would use those gifts. He brought Paul to the church leaders in Jerusalem and later called Paul to join him at Antioch. Barnabas was a gifted leader, but he humbly shone a light on the gifts of Paul until they were recognized by all.

Some leaders want the focus of attention to be on their own gifts and feel threatened by the gifts of others around them. But serving leaders are not threatened by the gifts of others. They do not downplay their own gifts but call attention to the gifts of others. They humbly affirm and acknowledge that others are gifted in ways that they are not and seek ways to let others know about those gifts.

Humility serves by strengthening the gifts of others.  

Barnabas not only highlighted the gifts of Paul, but he also worked hard to compliment those gifts with his own. He walked alongside of Paul and brought his gifts to bear to their teamwork. He traveled, preached, and led with Paul. Paul, even when he took the lead, needed the gifts of Barnabas.  

Some leaders look for others to strengthen their own gifts. Serving leaders look for ways to strengthen the gifts of others.

Humility serves by submitting to the gifts of others.

Barnabas faded from the records as he allowed Paul to rise up as a leader. He submitted his gifts to the greater good and the mission of the team. Some leaders resist yielding their gifts to a larger purpose. But serving leaders submit their gifts to team goals. When, like Barnabas, that means disappearing from the scene, they accept that with humility. If they are by gifting a “Paul”, they find ways to affirm the gifting of the “Barnabas” on the team which they acknowledge they also need to succeed.

For further reflection and discussion:

• How does the humility of Barnabas challenge me as a leader? What action can I take this week to be more like him?
• In what ways can I spotlight the gifts of others today instead of my own?
• In what ways do my gifts strengthen the gifts of others? How can I appropriately acknowledge the role of my own gifts while serving others?
• Do I consciously submit my own gifts to the mission of the team, or do I see my gifts as more important than the mission? How does this impact my leadership?
• If I am more of a “Paul” by gifting, what can I do to affirm the role of the “Barnabas” on my team today?   

Until next time, yours on the journey,

Jon Byler In the next issue, we’ll examine how Barnabas served with failure!