Joshua received a spirit of wisdom from Moses—but that didn’t mean his path would be free of failure. In fact, one of his early leadership mistakes with the Gibeonites became a powerful lesson in gaining wisdom through failure.  This happened in his interaction with the Gibeonites, a nearby group of people who pretended to be from a distant land and sought peace with the Israelites. Joshua, and the leaders, accepted the offer before realizing it was a deception.

¹⁴The Israelites sampled their provisions but did not inquire of the Lord. ¹⁵Then Joshua made a treaty of peace with them to let them live…  ²⁰This is what we will do to them: We will let them live, so that God’s wrath will not fall on us for breaking the oath we swore to them.” ²¹They continued, “Let them live, but let them be woodcutters and water carriers in the service of the whole assembly.” So the leaders’ promise to them was kept (Joshua 9:14–15, 20-21, NIV).

This treaty was a significant failure in Joshua’s leadership. But he gained wisdom through the experience as he responded.

Joshua gained wisdom by accepting his mistake.

Joshua was fully prepared for war, but the ruse was a surprise. He failed to stop and ask God for wisdom. His decision was rational but it was not wise. But when Joshua realized what happened he accepted his mistake. He didn’t blame others or point fingers at the leaders that were with him; he took full responsibility for the mistake. He gained wisdom as he reflected on what happened and learned from his failure.

Some leaders look for others to blame when they make a mistake and try to cover up the impact of their failure. But serving leaders accept responsibility for failures and thoughtfully gain wisdom. They understand that failure is a great teacher…when they reflect, learn and grow as a result.

Joshua gained wisdom by a thoughtful response.

When the failure was evident, the Israelite army set out for the Gibeonite territory. Joshua had three days of marching to ponder his options. He had more than enough military power to demolish the Gibeonites and destroy their towns as they had done to Jericho and Ai. Humanly, he was likely angry at himself and at the Gibeonites for what had happened and a brutal response would have pacified all his people who were now grumbling about his decision. But Joshua’s thoughtful response helped him avoid an emotional reaction.    

Some leaders react after a failure and seek to punish others in revenge. But serving leaders take time to reflect so that instead of reacting, they can act with wisdom.

Joshua gained wisdom by honoring his commitment.

Joshua had made a commitment to the Gibeonites and even though they had deceived him, he gained wisdom by choosing to honor his commitment to them. No one would have rebuked him if he would have destroyed them entirely. But Joshua chose to keep his integrity even at a great cost. He found a way to honor his commitment while making the Gibeonites woodcutters and water carriers for the Israelites.

Some leaders reverse course when they realize they made an unwise promise and justify their actions to save face and look powerful. But serving leaders recognize that one mistake does not justify another. They gain wisdom by finding ways to honor their commitment as well as accomplish their mission.   

Joshua’s failure didn’t disqualify him—it refined him. And failure can do the same for any leader willing to learn.  

For further reflection and discussion:

• Read the full account of this story in Joshua 9:1-27. What additional insights can I observe about how Joshua gained wisdom through this failure?
• How often do I pause to reflect and pray before making what seems to be an obvious decision? What impact does this have on my leadership?
• What significant leadership failure have I experienced and what did I learn from it? Are there ways I gained wisdom through that experience? What would I do differently if I had a chance to do it again?
• Am I always willing to honor my commitments, even when I later realize I should not have made the commitment? How does this impact my leadership?
• In addition to these reflections from Joshua’s life, consider the following verses that relate to gaining wisdom through failure and God’s discipline:   Prov. 3:11-12; 12:1; 15:31-32; 19:20; 26:11-12; Ps. 51:1-6; and James 1:2-5.        

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how Joshua utilized wisdom to uphold standards.

Timothy was a young man, eager to save the world as he joined his mentor, Paul. But along the way he learned that leadership is not all about action. Leadership certainly involves the actions leaders take as well as the heart and motives underneath the actions. But leadership also includes the mind, thinking, pondering, and reflecting. These are things that Timothy would learn on his own journey. Consider these instructions Paul gave Timothy.  

Reflect on what I am saying, for the Lord will give you insight into all this (2 Timothy 2:7, NIV).  

But you, keep your head in all situations, endure hardship, do the work of an evangelist, discharge all the duties of your ministry. 2 Timothy 4:5 (NIV)  

Paul calls Timothy to “reflect” and to “keep your head.” Timothy needed to learn how to think as a leader, spending time learning the importance of reflection and thought. His example teaches serving leaders to understand the power and practice of reflection.  

Reflection releases insight.    

Paul tells Timothy that reflection will produce insight. Paul could have simply told Timothy the insight, but he wanted Timothy to develop the capacity to reflect and gain his own insight! The muscle of reflection needed to be exercised for Timothy to gain insight.  Reflection takes a leader out of the immediate tasks and allows thought on the bigger picture. Reflection allows a leader to gain insight that helps them lead. This insight may be a needed change of direction or a clearer focus on current priorities. It may be a greater self-awareness as the leader reflects on their own leadership actions and how their leadership impacts others. The insight might be a new thought that helps solve a perplexing challenge.  The insights gained ultimately benefit the entire organization and in this regard reflection is one of the greatest gifts a leader can give to those they lead. 

Many leaders lead with little insight! Others seek insight from many places, perhaps good sources, but which are still shortcuts to the discipline of reflection. But serving leaders gain insight as they take time to step away and reflect. They don’t think they’re leading unless they’re thinking!  

Reflection results in stability. 

Paul calls Timothy to “keep your head in all situations.” He is urging Timothy to be a stable leader one who would not rush in many directions at the same time or change course at the slightest obstacle. He needed to keep his head straight! Reflection brings stability to leadership. Leaders who don’t stop to reflect often change course erratically with little thought to how it impacts those they are leading. They learn that leading only with action often produces a reaction! But serving leaders stop and reflect, then lead from a position of calmness and stability.  

Reflection requires time.  

Reflection has great benefits but is a discipline that requires time. Reflection requires a pause, stepping back from normal activities and thinking deeply and pondering.  Reflection cannot be rushed or squeezed into the margins of our day. This is a challenge for leaders with the many demands on their time. There are pressing tasks that need to be done, objectives that must be met, people to see and places to go! In this environment it is hard to stop and reflect. It may seem to be a waste of time. So, the discipline of reflection, like all leadership disciplines, must be intentional and planned in the calendar.    

Many leaders don’t take time to stop working to think and reflect. They press on with the work they are doing with no time to reflect on the work. But serving leaders understand that the benefits of reflection outweigh the costs and they build time for reflection in their leadership rhythms.  

For further reflection and discussion: 

• How can I develop the discipline of reflection in my own life? Do I have time in my daily, weekly, quarterly, and annual rhythms to pause and reflect? How can I improve my reflection time?  
• Reflect on those you lead. What can I do to encourage them to develop their own ability to reflect?  Do I invite them to reflect for insight as Paul did to Timothy, or do I too quickly share my own insight with them? How would they answer this question?       
• Would others describe my leadership as “stable” or “inconsistent” and what impact does that have on my leadership?   

• In addition to the verses we used in this issue, consider the following: 1 Timothy 4:2,15–16, 2 Timothy 1:13-14. What additional insights do you find from these verses about how Timothy learned to reflect on the instructions Paul gave him?   

(In this series we are looking at the life of Timothy. If you haven’t already, this is a great time to read through the two books in the Bible with his name, written to him by Paul. As you read, reflect on what Timothy did to grow as a leader and how his actions apply to your own growth.)   

Until next time, yours on the journey, 

Jon Byler 

In the next issue, we’ll look at things Timothy learned to leave behind.  

Serving leaders take time to think, but they also reflect on how Paul’s instructions apply to those who follow.

⁸ Finally, brothers and sisters, whatever is true, whatever is noble, whatever is right, whatever is pure, whatever is lovely, whatever is admirable—if anything is excellent or praiseworthy—think about such things (Philippians 4:8, NIV).

Serving leaders acknowledge their own responsibility to think well and then turn their attention to those who follow. They ask them, “What are you thinking?” for several reasons.

Serving leaders ask, “What are you thinking?” to encourage thinking.  

Some leaders expect that they are the only ones who think; followers simply do what they are told. But serving leaders are not satisfied with followers who do what they are told without thinking. They want to develop the thinking capacity of those they lead. Their goal is not to develop many followers, but to raise up many leaders who think! Serving leaders encourage those who follow to think. They inquire about what they are thinking to make sure they are thinking! It’s empowering for a follower to hear their leader ask them what they are thinking. The question encourages more thinking. More thinkers in any organization is a win for all!

Serving leaders ask, “What are you thinking?” to expose thinking.

Serving leaders want to know what those who follow are thinking. And as they hear the responses, they learn from them and they learn about them. The ideas from a follower can give new perspective to a leader who often views a situation from a very different vantage point. A serving leader may have good intentions, but not understand how their actions impact those on the front lines of implementation. Learning what a follower thinks can also help a serving leader understand what next steps of growth and development are needed for that person. Most people don’t freely share their thoughts unless they know the leader sincerely wants to know what they think. Serving leaders make it clear that they want to know what others are thinking. They listen carefully to those who follow and reflect on the significance of what they are thinking.

Serving leaders ask, “What are you thinking?” to expand thinking.

Serving leaders are not threatened by others who think! Instead, they are intentionally seeking to develop the thinking capacity of others. They ask followers, “What are you thinking?” to help them grow. They deliberately pull developing leaders into the room with others leaders who are thinking together. Followers learn to think as they observe others grappling with leadership issues. They hear leaders discussing issues they have not yet considered. As they listen their thinking capacity expands.  This is a win for the serving leader and the one who follows, both grow when the right questions are asked!

Take a moment today to ask someone who follows your leadership, “What are you thinking?” Then listen well and grow in your capacity to serve them well.

For further reflection and discussion:

• How do I encourage thinking in those I lead? Have I been deliberate in asking them what they are thinking? How has this impacted my leadership?
• How well do I know what those I lead are thinking? Do I regularly invite them to share their thoughts with me? Have I reflected on what next steps are to help them develop greater thinking capacity?
• Do I have a plan to bring developing leaders into the room where leaders are thinking and wrestling with leadership challenges? Who could I involve in this process and when will I do it?             

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at a question serving leaders ask themselves: Who am I following?

Leaders work hard and they make things happen. They are people of action! But effective leaders also recognize that thinking about their work is a part of their work. They realize that what they think impacts what they do. Paul challenges leaders to pay attention to the focus of their thinking.

⁸ Finally, brothers and sisters, whatever is true, whatever is noble, whatever is right, whatever is pure, whatever is lovely, whatever is admirable—if anything is excellent or praiseworthy—think about such things (Philippians 4:8, NIV).

 Paul instructs us to “think about such things.” Serving leaders ask themselves “What am I thinking?” for several reasons.

Serving leaders ask, “What am I thinking?” to ensure thinking time.

Paul calls for thinking about our thinking! He wants to make sure that we take some time to think. While thinking does not look like an active exercise, serving leaders recognize that thinking time is not unproductive, wasted time. Leaders need to stop and think. They need to step back and gain perspective. They need to reflect on the past, evaluate the present and envision the future. They ask themselves first, “Am I thinking?” “Do I have time scheduled that allows me to focus on thinking?” Serving leaders recognize that serving does not always mean engaging in the work. They step away from the work to think about the work.

Serving leaders ask, “What am I thinking?” to focus thinking time.

Paul calls us to think on “these things.” He provides a list of things that are “excellent and praiseworthy” to think about. Thinking time is helpful, but if the focus of the time is in the wrong direction, it will not be profitable. Not all thinking time is equal. There are some areas in which the serving leader can focus his/her thoughts that will bring greater return to the organization. These may involve planning for the future, reflecting on ways to more effectively delegate tasks and responsibilities, reflecting on the context in which he/she leads and how changes in the context impact the direction of the organization, thinking about ways to greater leverage strengths, etc. Serving leaders focus their thinking on things that bring positive results.

Serving leaders ask, “What am I thinking?” to explain their thinking time.

Serving leaders think about their thinking so that they can explain to others what they are thinking. They serve those they lead by sharing with them the things about which they are thinking. They deliberately share what they are thinking and why they are thinking. All who hear what the leader is thinking benefit from better understanding the heart and mind of the leader and the direction he/she is moving.  They also learn how leaders think which raises their own thinking capacity. Some who listen will sharpen the leaders’ thinking and bring additional ideas that improve the thinking process. Others in the organization need to know what the leader is thinking so that they can help carry out the needed actions. Serving leaders not only think; they serve their teams by sharing what they are thinking.

Take a minute to think about these things!

For further reflection and discussion:

• Do I have time to think? What do I need to do to ensure that there is some thinking time in my calendar? What time of the day do I do my best thinking?   What location is most conducive to productive thinking?
• When I think, where is the focus of my thoughts? Do I tend to think about positive or negative things? Do I focus on strengths or weaknesses? What impact does this have on my leadership? What do I need to strengthen and when will I do it?
• How well and how often do I explain to others what I am thinking? Do I encourage others to sharpen my thoughts and bring their own ideas to the process?  Do those I expect to implement my ideas fully understand what I’m thinking and why it matters? Am I helping those around me grow in their own thinking capacity?  

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine the related question serving leaders ask others: “What are you thinking?”

Serving leaders use questions to probe their own leadership journey and to encourage those who follow to do the same. The posture of asking questions helps keep serving leaders aware that they don’t have all the answers and that they are also on their own leadership journey. They ask “Who am I?” to establish their identity as we saw in the previous issue. Then they ask themselves, “Who am I becoming?” to assess their direction. They reflect on Paul’s words to the Corinthian believers, “And we all, who with unveiled faces contemplate the Lord’s glory, are being transformed into his image with ever-increasing glory, which comes from the Lord, who is the Spirit” (2 Corinthians 3:18, NIV). Serving leaders desire to move in the direction of “ever-increasing glory” and stop to reflect on what this means for their own life and leadership.  

Serving leaders ask “Who am I becoming?“ to assess direction.    

Leaders are all moving on a journey, and set tangible goals to measure their progress towards success. They focus on the vision and outcomes with little thought about themselves as persons.  Leaders are moving, usually fast! But serving leaders slow down long enough to ask if they are moving in the right direction. They “are being transformed” and learn to ask themselves who they are becoming. They courageously ask themselves, “Am I becoming more loving? More generous? More compassionate? More sensitive? More truthful? Compared to a year ago, what changes do I see in my life?” These questions serve as signposts for the direction of the leaders’ journey and serving leaders ask themselves these questions to confirm they are moving in the right direction.  

Serving leaders ask “Who am I becoming?“ to assure focus.  Paul reminds us to “contemplate the Lord’s glory…” This is an issue of our focus. Serving leaders ask themselves about the focus of their journey. They are not afraid to ask, “Am I becoming a person more influenced by social media, professional journals, newspapers or Jesus? How does this impact my life and leadership? Am I increasingly turning my heart towards Him and seeking answers from Him about my leadership challenges?” Serving leaders ask hard questions to ensure that their focus is in the right direction.  

Serving leaders ask “Who am I becoming?“ to accelerate transformation.  Paul indicates that our transformation should be with “ever-increasing glory.” Serving leaders pause to reflect on who they are becoming so that their growth will be accelerated. They assess their direction and focus and where needed, make corrections and adjustments. By asking the question of themselves, serving leaders accelerate their own growth. Where needed they set personal growth goals which will be the focus of a future issue in this series.   

Serving leaders learn to ask themselves the question “Who am I becoming?” at least periodically. They set aside some time to think through their responses and often find it helpful to step aside from their normal routines for this reflective question. Put a date and time in your schedule that you will begin to ponder this question.  

For further reflection and discussion: 

• As I look at my life in the past year, what changes have I made in who I am? Am I moving in the direction that I need to go? How would I finish this sentence, “Since last year I am becoming more …..? What would my spouse or a close friend say about who I am becoming?   
• Where is my focus? To what sources do I look for inspiration, guidance, ideas and wisdom? Am I becoming a person more focused on Jesus or other sources? What does my calendar indicate about my focus? What changes do I need to make?     
• How can my personal transformation be accelerated? Based on my answers to the previous questions, what changes do I need to make in my life? With whom do I need to share these things?  

Until next time, yours on the journey, 

Jon Byler 

In the next issue, we’ll examine the same question serving leaders ask of others, “Who are you becoming?”  

Servant leaders learn that leadership is not always about talking. They acknowledge that, at times, what is done in silence may have more impact than what is done in public speaking! They embrace the call of the writer of Lamentations to spend some time in silent reflection:

It is good to wait quietly for the salvation of the LORD. It is good for a man to bear the yoke while he is young. Let him sit alone in silence, for the LORD has laid it on him. Let him bury his face in the dust—there may yet be hope (Lamentations 3:26-29).

This advice was written to a people mourning the destruction of Jerusalem, their capital city. During that crisis comes this call to wait quietly, sitting in silence. This passage doesn’t appear to be material for an article on leadership! But it contains nuggets of truth for every servant leader willing to slow down enough to listen. Silent reflection can shape the everyday life of the servant leader in several ways.

Silent reflection encourages waiting. “It is good to wait quietly…” Leaders are people of action, goals and achievements. They want progress! Their “to do” list calls loudly for action and waiting quietly is not usually on the list!

But waiting, in silent reflection, “is good” and brings many benefits. Time in silence calms the soul. It provides perspective. It reminds the leader that God is in control, not themselves. Waiting in silence slows a leader down and ironically prepares him/her for action. Many leaders, including myself, find great benefit in a daily discipline of spending a few minutes in silence and stillness before the activities of the day. Servant leaders prepare for action by waiting in silent reflection.

Silent reflection encourages solitude. “Let him sit alone in silence…” Leadership almost always happens with others. Leaders want to be with and work through others. Many leaders find it very uncomfortable to be alone. Solitude brings to the surface questions which the leader may not want to face. Silence in solitude with no activity or titles to cover the inner turmoil can make a leader feel naked and exposed. Questions of motives, purpose and direction are raised in solitude. Reflection in solitude helps a leader acknowledge his/her own emotions, pain, and struggles. Solitude raises hard questions that we often want to escape through noise and accomplishments.

This scripture encourages leaders not to run from solitude but to embrace it as a gift. Solitude is a gift that prepares the heart for relationship with others. Leaders who have not learned to be alone in solitude become noisy, dangerous leaders who cover their own insecurities with their leadership role. Servant leaders prepare to engage with others by spending time alone. 

Silent reflection encourages pondering. “Let him bury his face in the dust…” What a strange request! No one likes dust; we try as much as possible to avoid it and get away from it. But God invites us to take some time to “bury” ourselves in the painful dust. As we stop in silent reflection, we see the problem of the dust. We feel the pain. We reflect. We ponder the hard questions of life.

Leaders often seek solutions to the pain of others and search for ways to alleviate suffering or injustice. This passage encourages us to first take time in silence with our face in the dust before moving into action. Servant leaders prepare to meet the needs of those who hurt by first silently pondering their pain.  

Silent reflection is hard work! It will not happen by default especially in this digital age. But silent leadership speaks loudly in quiet reflection. Servant leaders move up by shutting up!

Until next time, yours on the journey,

Jon Byler

For further reflection and discussion:

• Reflect on the Psalmist’s words, “Be still, and know that I am God…” (Psalm 46:10). Why do we need to be still to know that He is God? What happens to our perception of ourselves and our perception of God when we are quiet? What does it say about me if I find it difficult to be still?
• Do I reflect quietly at all? Enough? What regular rhythms of reflection do I need daily, weekly, periodically? What keeps me from silent reflection? How did this impact my leadership?
• When was the last time I was alone with myself and no distractions of phones, email, or media? What does this reveal about my lifestyle? In what way should I change?
• What happens to me internally when I am all alone? What does this reveal about who I am?
• Do I have a way to record and remember my thoughts, reflections and insights from time alone? If not, should I keep a journal of this time?
• Is there a danger that I spend too much time in silent reflection and move too slowly to act? If so, what do I need to do to balance reflection and action?

 In the next issue, we’ll look at the sound of silent leadership…in prayer.

Copyright, Global Disciples 2020.

Paul continues his quality checklist for Timothy by noting that the leaders chosen must “not be a recent convert, or he may become conceited and fall under the same judgment as the devil” (1 Timothy 3:6). At first glance it may seem like Paul is against young leaders. However, he is writing these words to Timothy, a young leader. But Timothy had been a believer in Christ for many years and was not a recent convert. Paul’s instruction is not focused on age but maturity in faith. Paul’s instruction implies that even if a seasoned leader comes to faith in Christ, time is needed before he or she is ready to be a servant leader. Paul recognizes leadership maturity does not automatically develop with time but cannot develop without it. Time provides experience that allows leaders to mature and develop. There are no shortcuts or ways to speed up the process, the only thing which can be done is to effectively use the time to produce maximum maturity. Servant leaders do this in several ways.

Servant leaders use time to reflect on their experiences.

Leaders automatically gain experience with time, the question is what they do with that experience. Servant leaders learn the discipline of reflection to turn their experiences into wisdom. They use time for reflection to learn from their mistakes as well as successes. As they reflect, they are able to identify personal deficiencies in character and ask God to change them. They identify weaknesses in competence and develop plans to strengthen their skill. In reflection, they learn to hear God’s quiet voice giving direction. They take time to reflect because they desire to maximize their experience for the glory of God. Inexperienced leaders often impulsively keep running ahead with little time to stop and reflect.

Servant leaders use time to gain new experiences.

Servant leaders acknowledge that time is a precious gift from God to enable them to carry out the vision that He has given to them. They see each day as an opportunity to grow and gain new experience that will allow them to more completely fulfill that vision. They recognize that God’s plan for growth demands that they continually stretch their own capacity to lead. They refused to be satisfied in their comfort zone. They recognize that if they are not a growing in gaining new experience in leadership, a much younger leader will soon surpass their maturity. Inexperienced leaders quickly stop growing and stretching.

Servant leaders use time to share their experiences.

Servant leaders are not simply interested in building their own personal leadership potential; their focus is on serving others. They want to build into the next generation what God has taught them and actively find ways to do this. This happens sometimes informally, at other times in public speaking events, or through deliberate writing or blogging about their experience. Inexperienced leaders overlook opportunities to investment in the next generation.

Paul himself is a great example of a servant leader who was not a recent convert. He took 3 years in the desert before any act of leadership. He continually reflected on his leadership and acknowledged “I have not yet obtained all this.” He continually yearned for more with a vision for the “regions beyond.” He continually invested his life and experience into younger leaders, including this passage he wrote to Timothy. (See Gal. 1:18; Phil. 3:12, 2 Cor. 10:16, and 2 Tim. 2:2). He used time to build leadership maturity.

Take a moment to ask yourself if your leadership maturity equals the time you have followed Jesus.

For further reflection and discussion:

• Do you build into your schedule time for reflection? If not, what needs to change? If so, what have you been learning about yourself and leadership in the past 3 months?
• Reflect on a mistake that you have made in leadership. What did you learn from that experience? Have you made changes in your leadership to avoid repeating that mistake?
• What new leadership challenges have you faced in the last 6 months and how have you responded to them? Have you used them as opportunities to grow and develop your leadership ability?
• Are there leadership opportunities before you which you have not accepted simply because you know they will require greater levels of commitment and sacrifice? If so, what will it take for you to move out of your comfort zone?
• Have you deliberately invested in the life of a younger leader, freely sharing your experience with them? If not, what is God inviting you to do in this area?
• Are there opportunities God has given to you to share your experience with others that you have declined? (This could be opportunities to speak or share with the group publicly, an opportunity to write or teach either formally or informally.) If so, reflect on why you missed this opportunity and what needs to change.
• If you are a young leader, what are you doing to deliberately learn from those who have more experience than you do?

Leaders are by nature action oriented and assume that doing more equals achieving more. But servant leaders learn the power of retreating from Jesus, the master leader. Mark records a profound incident during a busy season of Jesus’ ministry.

“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 6:31-32)

The situation facing Jesus has all the marks of success. People are “coming and going.” There was so much work that there was no time for food. This is exactly what leaders dream about! The church is filled with people; the business has customers waiting in line; the speaking invitations are pouring in and everyone is asking to see you! There’s not enough time to answer all the calls or respond to all the emails.

But in the midst of all this activity, Jesus tells the disciples to come away and rest. I suspect the disciples walked towards the boat shaking their heads in disbelief. How could Jesus ask them to stop at the height of their popularity? How can you serve people when you retreat? Retreating helps leaders advance in several ways.

Retreat provides perspective.

Getting away always produces a different perspective on life and work just like looking at the ground from a tall building or airplane. The big picture is easier to see. We find the true meaning of our labor and realize the true size of our problems. We recognize that the things we are investing heavily in are good but not the best. We acknowledge our human limitations. Quiet reflection brings a fresh perspective to all we do.

Retreat sharpens our focus.

When there are many things demanding our time and attention we lose focus. Priorities are blurred and we spend energy on less significant activities. The cry of the urgent quiets the voice of the important. Retreat helps us recognize when we have allowed our ministry, work, or business to take precedence over more significant relationships with God and family. We are able to refocus on the most important relationships and the most productive activities.

Retreat replenishes our strength.

As we find God’s perspective and regain focus we are able to return to the context of our work with renewed energy and vitality. Exhaustion is replaced with energy through retreat.

Servant leaders need times of retreat if they will continue to effectively meet the needs of those who follow. God graciously established in the laws of nature a time for rest and retreat. The Sabbath is a weekly time to refocus and be renewed that servant leaders learn to utilize. Seasons and years mark the passing of time and create points of reference for evaluation and reflection. Introverted personalities more quickly recognize their need for retreat and naturally are drawn to quiet times for reflection and renewal. Extroverted personalities find it harder to see the need for retreat and practice the discipline of rest. But Jesus still calls all of His disciples to advance through retreat. Are you willing to hear His call and walk away from the crowds to a quiet place?

For further reflection and discussion:

• When is the last time you turned off your phone and got away from all activity to retreat?
• Have you established a rhythm of times to retreat weekly? Seasonally?
• How does your personality encourage or discourage retreat?
• When you do not retreat, what are the warning signs in your leadership?