Every organization rises or falls on the strength of its teams. When leaders intentionally build teams with synergy, people flourish and remarkable outcomes are achieved. Jesus understood this principle well and carefully and prayerfully built a team that would eventually change the world.       

 ¹³ Jesus went up on a mountainside and called to him those he wanted, and they came to him. ¹⁴ He appointed twelve that they might be with him and that he might send them out to preach ¹⁵ and to have authority to drive out demons. ¹⁶ These are the twelve he appointed: Simon (to whom he gave the name Peter), ¹⁷ James son of Zebedee and his brother John (to them he gave the name Boanerges, which means “sons of thunder”), ¹⁸ Andrew, Philip, Bartholomew, Matthew, Thomas, James son of Alphaeus, Thaddaeus, Simon the Zealot ¹⁹ and Judas Iscariot, who betrayed him (Mark 3:13-19, NIV).

After calling this unlikely group of twelve Jesus spent three years to shape them into a team with remarkable synergy that would literally change the world.  Notice how He did it.

Team synergy brings flourishing by building relationships. 

Jesus “appointed twelve that they might be with him….” The first concern of Jesus was that the disciples would be in relationship—first with Him and then with each other. He understood that the only way they would be able to change the world was if they learned to know, trust, and love each other. Relationships can be difficult, messy and challenging and Jesus’ team experienced all of this. But over the course of three years, they became a strongly united team.  People are designed for relationships and effective leaders find ways to build healthy relationships with their team. They recognize that each person on the team has their own dreams, hopes and challenges. They are not simply machines to do tasks.

Some leaders build teams around tasks expecting that the common goal will result in synergy. They don’t spend time or energy building relationships. But serving leaders first build teams around shared relationships that build trust and respect. 

Team synergy brings flourishing by uniting around a mission.

“He appointed twelve…that he might send them out to preach…and drive out demons.” Jesus had a mission to be accomplished with the team that He chose—they were to go out and preach. Strong relationships were the foundation that launched them into mission. All teams exist for a purpose and Jesus made it clear from the beginning what their task would be.

Some leaders build teams that relate well together but don’t accomplish the mission! Serving leaders hold teams accountable to accomplish the mission.

Team synergy brings flourishing by encouraging diversity.

“These are the twelve he appointed.” It is hard to imagine a more diverse group of 12 than this group. Some were uneducated fisherman or tradesmen; at least one was a professional. Some were outspoken; others didn’t say anything that was recorded! Some were working with the Romans; others were committed to resist their rule. Jesus deliberately brought together a diverse team. He understood that when relationships are built and a common mission is shared, diversity strengthens the team and maximizes impact.  

Some leaders try to build diverse teams without relationships.  The result is explosive! But serving leaders deliberately build diverse teams with a foundation of healthy relationships and a clear mission focus. 

For further reflection and discussion:

Reflect on your own leadership journey in relation to the synergy of the team(s) you lead. On a scale of 1-10 (10 is perfect) how would you rate your own leadership?   Do I tend to focus on relationships or mission on my team?  What is the result in my leadership?

• How healthy are relationships on my team(s)? What is something I can do this week to strengthen relationships between myself and the team and between team members?
• How do I keep my team accountable to outcomes that advance our mission?

Is my team diverse enough in strengths, personalities, and perspectives to accomplish all they can do?   If not, what changes can I make?

In addition to the scripture used in this issue, reflect on the following verses from the life of Jesus: Matthew 4:18-22; Mark 10:35-45; Luke 6:12-13, 9:46-48, 9:51-55, 10:1, 22:24-31; John 1:35-51; Romans 12:3-8; and 1 Corinthians 12. What additional insights do you find?         

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at the final element of a flourishing culture: Growing Leaders

*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 www.LeadersServe.com

How does Christmas impact your leadership? The coming of Jesus as a baby changes everything and reshapes the way we lead. Theologians describe the coming of Jesus as the incarnation which means that God stepped into human life. He entered our world, our struggles and our experiences. Matthew describes what would happen like this:

²¹ She will give birth to a son, and you are to give him the name Jesus, because he will save his people from their sins.”

²² All this took place to fulfill what the Lord had said through the prophet: ²³ “The virgin will conceive and give birth to a son, and they will call him Immanuel” (which means “God with us”) (Matthew 1:21-23, NIV).

The names given to Mary’s child were significant: Jesus and Immanuel. Jesus means savior and Immanual means “God with us.” At Christmas, God entered our world through Jesus. As He did, He demonstrated what incarnational leadership looks like.

Incarnational leadership enters the world of others.

“God with us.” The astounding reality of the Christmas story is that God left the majestic beauty and glory of heaven to enter our broken world through Jesus. What does this mean for our leadership? Leaders have the choice to live in their own world or to enter into the world of those they serve. Many leaders remain aloof and distant, far above those around them. But serving leaders make a conscious choice to practice incarnational leadership—listening, asking questions, and letting go of status barriers. They seek to understand the world that their followers are living in.  They enter the world of others.

Incarnational leadership walks with others.  

Jesus came to be “God with us.”  He would spend much of His life walking dusty roads with His disciples and many others. He provided the gift of His presence and companionship on the journey of life. It was not always easy or convenient, but He walked with others. Many leaders are too busy being great to have time for others. They are focused on their own journey. But serving leaders take time to walk with others. They leave the office and walk down the hall for a conversation. They come off the stage to mingle with the audience. They take a new employee or new member out for lunch to get to know them.  They walk with others.

Incarnational leadership meets the needs of others. 

The child born at Christmas was named Jesus “because he will save his people from their sins.” Jesus came to meet the greatest need humans have—salvation. Only Jesus saves, but we can reflect His heart by seeing the needs of others, caring about them and responding appropriately.

Many leaders are in positions of authority to have their own needs met. They focus on the goals of the organization and see others as means to accomplish that end. But serving leaders see others as people with genuine needs and concerns. They seek to address those needs. Where there is a need for an encouraging word, they provide it. Where there is a need for correction, they offer it. Where there is a financial need they seek to meet it. They meet the needs of others.

This Christmas your presence may be the best present you can give your followers— incarnational leadership that is “with them.”

For further reflection and discussion:

• Where am I tempted to remain in my own leadership bubble?  What have I done this week to leave that world and enter the world in which those I lead live daily?
• Would my team say I am walking with them, or distant? What steps could I take this week to walk with one person on my team?
• Does your leadership focus primarily on meeting your own needs or of those you serve? What is one need you can meet today for someone on your team?
• What one incarnational act can I offer to someone this week?       

Until next time, yours on the journey,

Jon Byler

All leaders expect those under them to follow, but there is also a sense in which serving leaders follow those under them!  Paul’s exhortation lays the foundation for our reflections.

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

Paul was the leader, actively seeking to shape the faith community at Corinth. But he was also a follower and was shaped by the people he led. Serving leadership is not a one-directional exchange between the leader and the follower. It is a reciprocal relationship in which communication and learning happen in both directions. What are the ways that serving leaders follow those under them?

Serving leaders follow those under them by listening for connection.  

Paul had a personal relationship with the church at Corinth. He had spent time with them, he knew their stories, their hopes and dreams. He had strong connections with them. Some leaders see those under them simply as workers. But serving leaders see those under them as people, not machines or robots doing a task. The people who show up for work or attend the church service have needs, challenges, joys and concerns about their lives. They are unique individuals. Serving leaders want to connect with the heart of those they serve. So, they take time to listen, seeking to understand the people they are leading.  This may be in a formal one on one meeting in which the leader asks questions like, “How are you really doing?” “What brings you the greatest joy in life right now?” “Are there personal goals you have that you would like me to know about?” Or it might be a quick question at the beginning of the day like, “How was your son’s soccer game last night?” Serving leaders listen carefully to learn to know the people they serve so that they can connect with them. They follow by listening for understanding.

Serving leaders follow those under them by asking for feedback.   

Some leaders assume that since they are leading and others are following, everything must be alright! But serving leaders humbly acknowledge that they have blind spots. They are willing to ask for feedback from those they lead. They recognize that the only ones who know what it is like to be led by them are those under their leadership! They also realize that followers are not likely to offer feedback unless they feel it is safe to do so and that it is welcomed. So, serving leaders are willing to ask for feedback either formally or informally. They follow by asking for feedback.

Serving leaders follow those under them by adjusting for impact.   

Some leaders seek to treat everyone in the same way and expect those who follow to adjust to their style of leadership. But serving leaders recognize that they are in a position of authority to serve those who follow so they pay attention to the needs of the followers and adjust their leadership accordingly. They allow the feedback of those who follow to help them become better leaders. Because they listen well, they realize that individuals have different needs. Some need more time to adjust to change than others. Some need grace because of a personal challenge they are facing while others need firmness. Some need the details while others want the big picture. Paul rebuked Peter openly; but quietly wrote letters to Timothy. He adjusted his leadership to meet the needs of those under him. Serving leaders follow those under them by adjusting their leadership style to best serve them.  

Serving leaders follow those above them, those over them, those ahead of them, those around them and those under them. Serving leaders lead well…by following well!

For further reflection and discussion:

• How do I take time to listen to those under my leadership? How well do I know their dreams and their fears? What steps can I take this week to listen more carefully?    
• In what ways do I welcome feedback from those who follow me? How will I respond to the feedback?
• Reflect on the needs of 4 or 5 people who follow you. What are the unique leadership needs of each one? How will I adjust my leadership to meet these needs?  
• Read 1 Corinthians 9:19-23. Reflect on how these verses demonstrate the way that Paul followed well and adapted his leadership to serve those he wanted to reach. What do I learn from Paul’s example that I can apply in my own leadership?  

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll begin a new series on how Paul lived out the Five Actions of Serving Leadership.  

December 11, 2024

One of the profound mysteries of the Christian faith is that God came to be with us in the person of Jesus! One of the many names of Jesus is Emmanuel which means “God with us.” (See Mt. 1:23). Theologians call this the incarnation which means that in Jesus the divine spirit of God and human flesh were united. John calls Jesus the Word and summarizes it in this way:

“The Word became flesh and made his dwelling among us. We have seen his glory, the glory of the one and only Son, who came from the Father, full of grace and truth (John 1:14, NIV).   

The incarnation, when God came to be with us, changes everything! And in the incarnation, Jesus models the way for serving leader to be with those they serve.

Incarnational leaders identify with those they serve.  

“The Word become flesh…” Jesus became one of us so that He could fully understand us. He was born as a helpless child and went through the normal process of growing up. He experienced pain, exhaustion, temptation, hunger, betrayal, etc. so that He would understand what those He served experienced in life. The writer of Hebrews says that Jesus is able to sympathize with our weaknesses because He was tempted as we are. (Hebrews 4:15)

Some leaders rise in power and authority and forget what it was like to be on the other side of leadership. They forget the growing process they went through and the many mistakes they made along the way. They fail to identify with those they serve. But serving leaders see themselves as human and recognize that those they serve are also humans. They call for growth, but they also sympathize with failures. Serving leaders identify with those they serve.  

Incarnational leaders relate with those they serve.   

“The Word became flesh and made his dwelling among us.” Jesus came to live with us! A paraphrase (The Message) says that Jesus “moved into the neighborhood.” Jesus spent most of His time with the people He came to serve. He ate with them, walked with them, worked with them, laughed with them and cried with them. He built strong relationships with them.  Jesus laid aside His rights and privileges as the King of Kings and related with others in a natural winsome way. He came to be with them, not over them.

Some leaders seek to distance themselves from those they serve. They insist on special privileges and titles that distinguish themselves from followers. But serving leaders follow the example of Jesus. They lay down their rights and bridge the gap between leaders and followers. They do not seek to dominate or dictate but build genuine relationships with the ones they serve. Serving leaders relate with those they serve. 

Incarnational leaders share with those they serve.  

“We have seen his glory….full of grace and truth.” Jesus was incarnational and human but He was also a leader. He had a mission to accomplish and part of that was to reveal His plan to His disciples. He shared with them a different way to live and a different way to lead. He shared truth with them that was perfectly balanced with grace.  

Some leaders share plenty of truth but with very little grace! Others show so much grace they never get around to the truth. Serving leaders share both grace and truth.  

Some leaders start by sharing truth and see their only function as getting people to do what is expected and produce the desired results. But serving leaders follow the example of Jesus. They don’t share truth until they identify with and build relationships with those they serve. From that foundation, they share both truth and grace. Serving leaders share with those they serve. 

For further reflection and discussion:

• Take a moment to identify with one person that you lead. Imagine what life is like for them. What challenges are they facing at home, physically, financially, emotionally, spiritually? What difference will this make in the way you lead them?
• Reflect on the level of your relationship with those you lead, especially those at the lowest level in your organization. Do I enjoy being with them? When is the last time we have eaten together? Do we ever do things together that are not related to my role or because of being in the same organization?  
• Leadership is about being with those you serve. In what ways this season can you be with those you serve? Find ways to give more of your presence which is more precious than presents.     
• Have I shared truth with those I serve before I identified with them and build a relationship with them? What was the result in my leadership?
• Do I most often share more truth or more grace? How does that impact my leadership?
• Consider the following verses and reflect more on what it means to be an incarnational leader from the example of Jesus and instructions of scripture: John 4:6; 8:1-11; 11:35; Hebrews 4:15-16; 5:2; Ephesians 4:15; Philippians 2:1-11, Galatians 6:1-3.  In what way can I more closely reflect Jesus’ incarnational leadership?

Until next time, yours on the journey,

Jon Byler

One of the marks of Timothy’s great leadership was his ability to connect with people from different generations. Consider these instructions from Paul:

¹Do not rebuke an older man harshly, but exhort him as if he were your father. Treat younger men as brothers, ²older women as mothers, and younger women as sisters, with absolute purity (1 Timothy 5:1–2, NIV).

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).

 As Timothy followed these instructions he learned, even as a young leader, how to connect with and lead those who were older and those who were younger.

Timothy connected across generations by respecting consciously.

As Paul talked to Timothy about how to relate to other generations he used the analogy of a family. He challenged Timothy to treat the older generation like fathers and mothers, and younger persons like sisters and brothers. Healthy families treat parents with respect and care tenderly for those who are younger. Good families show conscious respect for the different generations.

Some leaders focus on the task that is to be done with no consideration of the person doing the task. They expect production and treat everyone by the same standard. Serving leaders learn to consciously respect and value those who are from other generations. They listen to and gain wisdom from those who are older and have more experience. They treat younger persons with gentleness as they learn and grow.

Timothy connected across generations by talking carefully.

Paul tells Timothy, “Do not rebuke an older man harshly, but exhort him as if he were your father.” Correction is one of the most difficult tasks in leadership and doing it with those who are from another generation adds complexity! Timothy learns to talk carefully by thinking of the older man as a father and reflecting on how he would address a problem with his father.

Leaders often rebuke or correct with little thought about the person receiving the correction. They see themselves as the boss and assume that others should change when they bring correction no matter how it is delivered. But serving leaders focus on the person as a human being with their own need to be valued and respected. They carefully adjust their correction by considering the age and specific needs of that individual.  

Timothy connected across generations by loving completely.

Paul challenged the young leader Timothy to be an example in many areas including love. Generational differences require greater effort to understand and appreciate. A heart of love is fundamental to bridge these gaps.  

Some leaders view love as a ‘soft’ leadership trait that has little value. But at the heart of serving leaders is a genuine care for others, a desire to see them succeed and thrive. Because they love, serving leaders seek to understand and appreciate those from different generations, both those who are older and those who are younger. They listen and ask questions to gain understanding and then adjust their leadership to meet the needs of those they serve. As they exercise effective leadership they build strong, multi-generational teams.

For further reflection and discussion:

• How would I describe my leadership towards those who are older? Younger? Do I find it easier to connect with those who are older or those who are younger? Why? How can I develop stronger connections with persons from other generations that I lead?
• Reflect on those you lead. What can I do to encourage them to develop greater inter-generational understanding?       
• In addition to the verses we used in this issue, consider the following: 2 Timothy 2:22-26 and 3:2. What additional insights do you find from these verses about how Timothy understood and lead with the unique challenges of different generations?  

For further learning on this topic, I highly recommend Tim Elmore’s book, A New Kind of Diversity, which focuses on the broad spectrum of generations currently in the workforce and the value each brings to the team.

Until next time, yours on the journey,

Jon Byler In the next issue, we’ll examine how Timothy learned to teach.

We have already seen several factors that helped Timothy grow in his leadership capacity. He was hungry to learn, he paid the price of leadership, he learned the Word and how to think and reflect. Timothy left hindrances behind and learned self-control as he became a role model. In this issue we focus on another factor that helped make Timothy an effective leader—he established healthy friendships. Consider these verses:

² People will be lovers of themselves, lovers of money, boastful, proud, abusive, disobedient to their parents, ungrateful, unholy, ³ without love, unforgiving, slanderous, without self-control, brutal, not lovers of the good, ⁴ treacherous, rash, conceited, lovers of pleasure rather than lovers of God—⁵ having a form of godliness but denying its power. Have nothing to do with such people (2 Timothy 3:2–5, NIV).

To Timothy my true son in the faith: Grace, mercy and peace from God the Father and Christ Jesus our Lord (1 Timothy 1:2).

Do your best to get here before winter. Eubulus greets you, and so do Pudens, Linus, Claudia and all the brothers and sisters (2 Timothy 4:21).

These verses indicate that Timothy succeeded in establishing relationships that were healthy and beneficial to him and to the others involved. Serving leaders seek to act in the same way to develop healthy relationships.

Timothy’s healthy friendships resulted from choosing.

Paul reminds Timothy that there are many people who would not be healthy friends. He cautions Timothy strongly, “Have nothing to do with such people.” Timothy learned to choose friends well. He understood that the choices he made in his relationships would either strengthen or undermine his leadership.

Many leaders don’t give careful thought to their choice of friends. They might choose friends based on perceived advantages or how the friendships can benefit them. Or they may simply allow relationships to develop without conscious thought. But serving leaders think carefully about those with whom they spend time. While they seek to love and serve everyone, they choose their friendships deliberately and thoughtfully.

Timothy’s healthy friendships required commitment.

 Paul didn’t have any biological children but called Timothy his “true son.” How did Timothy earn this endearing position with Paul? He had shown his loyalty and faithfulness to Paul for years, demonstrating his commitment to their relationship. As he paid the price of a healthy friendship with Paul, he learned how to have healthy relationships with others.

Some leaders want the benefits of healthy relationships but are not willing to invest the time, energy and commitment that is required. Serving leaders recognize that healthy friendships are costly but worth the investment. They focus on loving and serving well and see their commitment rewarded with healthy friendships.

Timothy’s healthy friendships released companionship.

When Paul was in prison and awaiting martyrdom, he summoned his faithful friend Timothy for a last farewell indicating the depth of their friendship. And he conveyed greetings from many others who loved Timothy deeply. After years of carefully selecting the right friendships and investing deeply in them, Timothy—and his friends—reaped the reward of genuine companionship, something every person longs to achieve.

Many leaders come to the end of their lives and tragically discover that they really don’t have any committed companions that will be with them. Serving leaders, like Timothy, choose their friends carefully, nurture those relationships diligently and have some of the richest relationships possible as a result.

For further reflection and discussion:

• How would I describe “healthy” and “unhealthy” friendship?
• As I reflect on my current relationships how satisfied am I at the health of these relationships? What, if anything, do I need to change?
• What one relationship can I focus on in the coming month to strengthen and how will I invest deliberately in this friendship?
• Reflect on those you lead. What can I do to encourage them to develop healthy friendships?        
• In addition to the verses we used in this issue, consider the following: 1 Timothy 4:6-7; 5:1-2, 21, 24-25; 6:20-21; 2 Timothy 1:2, 15-18; 2:16-18; and 4:9-12. What additional insights do you find from these verses about how Timothy cultivated healthy relationships and the results of his actions?

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how Timothy related to different generations. In this series we’ve been looking at the life of Timothy. It’s 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.

God’s flourishing world included clear standards as we have already observed. God told Adam that there was one tree from which he was not to eat. Sadly, it wasn’t long before that command was broken.

⁶ When the woman saw that the fruit of the tree was good for food and pleasing to the eye, and also desirable for gaining wisdom, she took some and ate it. She also gave some to her husband, who was with her, and he ate it. ⁷ Then the eyes of both of them were opened, and they realized they were naked; so they sewed fig leaves together and made coverings for themselves.  ⁸ Then the man and his wife heard the sound of the Lord God as he was walking in the garden in the cool of the day, and they hid from the Lord God among the trees of the garden. ⁹ But the Lord God called to the man, “Where are you?” ¹⁰ He answered, “I heard you in the garden, and I was afraid because I was naked; so I hid.” ¹¹ And he said, “Who told you that you were naked? Have you eaten from the tree that I commanded you not to eat from?” (Genesis 3:6-11, NIV).

Adam and Eve knew they were guilty, they quickly hid when they heard God coming. But what would happen because of their action? God calls them and inquires about what happened. The story continues (read Genesis 3:14-24) with God’s response to their disobedience. This exchange between God and the first couple reveals another ingredient God built into His flourishing world, accountability! The standards were clear, and they were held accountable for their actions. Serving leaders learn that accountability is an essential part of their leadership as they cultivate a flourishing world around them.

Accountability accelerates flourishing by acknowledging the intent.

At first glance it may appear that God’s intent for accountability was to punish and He clearly explained the consequences of their actions. But His heart was expressed when He asked, “Where are you?” He wanted to restore the relationship that had been broken by disobedience. This restoration could not happen without accountability. By addressing the issue God showed the depth of His love for them and the great value He placed on them. His accountability indicated that their actions mattered! It also showed that His commands mattered! Two-year-old’s quickly learn whether the commands of their parents are followed up with accountability. And when there is no accountability, a spoiled child is the result! Serving leaders create flourishing as they hold people accountable for their actions.

 Accountability accelerates flourishing by anticipating the impact.

Since the fall of the first man and woman, we naturally resist accountability. We don’t like to be asked what we did! But serving leaders anticipate a world in which people thrive as they are held accountable in genuinely healthy relationships.  They envision workplaces where everyone understands that their work matters so much that they are accountable. They envision churches where members understand that they are held accountable for expectations. Serving leaders anticipate flourishing as they hold people accountable.  

Accountability accelerates flourishing by accepting the implications.

Serving leaders recognize that if they are to hold others accountable, they must first be accountable. They accept responsibly for their own actions and ask for forgiveness when they fail. Then they also make it clear that others will also be held accountable. They are not afraid to ask what happened. They are quick to provide opportunity for the relationship to be strengthened through accountability. And as people realize that their actions matter, they step up and flourish! Serving leaders create a flourishing world around them by establishing accountability.

For further reflection and discussion:

How has the intent of accountability been distorted in your context? Reflect specifically about the thinking in this area in your culture, your family, and in the organization where you lead. What impact has this thinking had on you as a leader? In what ways do you need to adjust your thinking to align with God’s intent?

Reflect on what the impact would be if everyone in your organization would fully grasp and live out what it means to be accountable. Write at least three reflections.

What action steps will you take as a leader to implement accountability in your home, organization, or community? Choose which of these areas you will focus on and then list 2 or 3 specific steps you will take and dates for when you will take the actions.

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine another ingredient of a flourishing world: Failure is Anticipated

God created a lovely world that was flourishing, alive, and good in every regard. But then, for the first time, something in this world was described as “not good.”

The Lord God said, “It is not good for the man to be alone. I will make a helper suitable for him” (Genesis 2:18, NIV).

What was “not good” in the world? Man was created with intrinsic value since he was made in the image of God. Adam was good. But it was “not good” for him to be alone. He was created for relationship with others. We often see this principle as the foundation of marriage since God created a woman to meet this need. But it also points to something much deeper in God’s design, our need for relationships. God was so intent on making sure that we recognize this ingredient for a flourishing world that He allowed a glimpse of what was not good, a person alone! Serving leaders reflect on God’s plan for honoring relationships as a part of His flourishing world.

Honoring relationships accelerates flourishing by acknowledging the intent.

God’s intent was for relationships with others to be a defining characteristic of being human. The first man and first woman were brought into relationship with each other as well as into relationship with God. He designed us to live, work, and walk together with others. Even the most introverted person needs others! It’s not a surprise that solitary confinement is considered one of the most severe punishments or even torture. We are not created to be alone! God’s intent was for each of us to find meaning, value, and purpose in relationship to others. In our families of origin, He designed relationships in which we form identity, a sense of belonging, and value. As we relate to others, we are able to build capacity for deep, authentic relationships that bring joy and meaning to what we do.

 Honoring relationships accelerates flourishing by anticipating the impact.

Sin brought so much pain and brokenness to relationships that many have concluded that it may be better to be alone. And some cultures value independence over interdependence. But serving leaders recognize that honoring relationships is a part of God’s design. They see their business, church, family, and community as places that God intends for people to thrive with strong, healthy relationships. They envision a world in which strong teams work together in harmony to accomplish great things.

Honoring relationships accelerates flourishing by accepting the implications.

Serving leaders acknowledge that there are many leadership implications to honoring relationships. First, they seek to enter into and maintain strong healthy personal relationships. They seek out authentic friendships and resist the temptation to isolate themselves from others. Then, they seek to lead those they serve into healthy relationships. They build teams and lead them through the process of discovering how to balance honesty and kindness.  They look for the person isolated outside the circle and seek to pull them in. They encourage the quiet people to speak out and find their voice. Serving leaders acknowledge that accomplishment of the vision will only happen when relationships are honored. So, they encourage time not just to accomplish tasks but also to build relationships. Serving leaders look for results, but they don’t overlook relationships. They create environments in which people flourish together in strong, healthy relationships.

Serving leaders create a flourishing world around them by honoring relationships.

For further reflection and discussion:

How has the intent of honoring relationships been distorted in your context? Reflect specifically about the thinking in this area in your culture, your family, and in the organization where you lead. What impact has this thinking had on you as a leader? In what ways do you need to adjust your thinking to align with God’s intent?

Reflect on what the impact would be if everyone in your organization would fully grasp and live out what it means to honor relationships. What is the current level of health in relationships on your team? Write at least three reflections.

What action steps will you take as a leader to honor relationships in your home, organization, or community? Choose which of these areas you will focus on and then list 2 or 3 specific steps you will take and dates for when you will take the actions.

Until next time, yours on the journey,

Jon Byler In the next issue, we’ll examine another ingredient of a flourishing world: Growth is Expected

A second ingredient in a world that flourishes is that diversity is affirmed. God created a world that was beautiful and flourishing…and diverse!

So God created mankind in his own image, in the image of God he created them; male and female he created them. (Genesis 1:27, NIV)

From the beginning God created all people in His image giving them immense worth. All were created in God’s image; but not all were created identical. “Male and female he created them.”  God’s creation was built with diversity and in His design flourishing happens when this diversity is affirmed.  

Affirming diversity accelerates flourishing by acknowledging the intent.

God created them “male and female.” What was His intent? Why didn’t God simply duplicate the man? Why did He instead create a different person and at the same time, a distinct gender? Take a moment to imagine a world filled with only men. Now imagine a world with only women. What would these worlds be like? It doesn’t take an advanced degree to realize that either option would not lead to flourishing! God built differences into His design to help us realize that we are not complete as individuals. The unique value of each individual could not be fully expressed if every person were the same. Diversity is needed. God built diversity into His universe so that we recognize our need for others. This is part of the reason that all humans long for community and relationships with others. When we enter into relationships with others we more fully reflect God’s image and our diversity produces a flourishing world. Serving leaders affirm God’s design for diversity and acknowledge that they will not be complete alone.

 Affirming diversity accelerates flourishing by anticipating the impact.

Our world is filled with diversity, but we often let differences divide rather than complement. We allow differences to become points of tension and conflict instead of strengths. Wars are fought between different tribes and nations. People more often fight over their differences than celebrate them. Different groups fight for their rights. Different personalities stir up division and separation instead of cooperation and unity. But serving leaders look to God’s design and imagine a world in which diversity is affirmed. They dream of homes where both men and women are equally valued and appreciated. They envision organizations where healthy teams bring their diversity to the table and join hands to work together to accomplish much more, much better and much more quickly than individual efforts could produce. And serving leaders dream of this flourishing cascading from one family to the next, from one church to the next and from one business to the next.

Affirming diversity accelerates flourishing by accepting the implications.

Serving leaders recognize that action is needed for diversity to be affirmed. They don’t simply tolerate diversity; they welcome it! They first acknowledge their own need for others. They understand that there are no well rounded leaders, but there are well rounded teams. So they invite others to their team who are complementary but very different. They work hard to affirm and appreciate the unique perspectives and contributions of each individual. They focus on the unique strengths each person brings to their team and serve by helping them find the right place for those gifts to be expressed. Serving leaders create a flourishing world around them by affirming diversity.

For further reflection and discussion:

How has the intent of affirming diversity been distorted in your context? Reflect specifically about the thinking in this area in your culture, your family, and in the organization where you lead. What impact has this thinking had on you as a leader? In what ways do you need to adjust your thinking to align with God’s intent?

Reflect on what the impact would be if everyone in your organization would fully grasp and live out what it means to affirm diversity. Write at least three reflections.

What action steps will you take as a leader to affirm diversity in your home, organization or community? Choose which of these areas you will focus on and then list 2 or 3 specific steps you will take and dates for when you will take the actions.

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at another ingredient of a flourishing world: Work is Purposeful

The first ingredient in a world that flourishes is that people are valued. God created a marvelous world, filled with animals, plants and amazing beauty. All His creation had value. But the people He created had infinitely more value.

²⁶ Then God said, “Let us make mankind in our image, in our likeness, so that they may rule over the fish in the sea and the birds in the sky, over the livestock and all the wild animals, and over all the creatures that move along the ground.”  (Genesis 1:26, NIV)

God’s design set humans apart from the animal kingdom and He gives them a place of authority over the rest of creation. The value He placed on people created a flourishing world and leaders reflect deeply on how valuing people impacts the way they lead.  

Valuing people accelerates flourishing by acknowledging the intent.

The Genesis account reveals the profound intent of God when He created humans, “Let us make mankind in our image…” He created humans with His own image stamped into their DNA. A library of books could not fully explain His intent. But God placed people at the pinnacle of His beautiful creation and gives them intrinsic worth and purpose. His image is reflected in the creativity of humans, their sense of justice, their capacity to love, their ability to dream and plan and communicate. Their value is a part of who they are, it is not simply related to their physical appearance or ability to produce or contribute. They have value because they are human! Leaders who look at their people and value only what they will produce for the team miss the value of their team as humans. Serving leaders look at people and see a reflection of the image of God in each one. They see the potential and worth of each individual no matter their status or rank.

Valuing people accelerates flourishing by anticipating the impact.

What would a world look like where every person was seen as a unique and valuable person as God intended? Serving leaders envision a world in which people bring their best selves to work every day, fully engaged, passionate about what they are doing, thinking about ways to improve, engaging in healthy exchange of ideas, and able to use their best judgement to make decisions. We can scarcely imagine the productivity and potential that would be unleashed in even one organization where this was true. And what would a community look like where there were many companies, churches and homes that were truly valuing people?  Serving leaders envision this world and lead in ways that value people more than production or profit. Serving leaders imagine that their church or business can be a place where people are valued as God intended from the beginning and they see the ripple effects flowing into families and nations.  

Valuing people accelerates flourishing by accepting the implications.

Serving leaders accept the challenge to value people and seek first to live into this reality in their own leadership. They stop and talk with the person cleaning the floor. They get to know those they lead as real people who have names, families, children and dreams. They encourage people to be creative and call forth the best in others believing that there is hidden potential in every human being. Serving leaders are willing to take a risk to hire a worker that has been rejected by society because they see the value in every human. Serving leaders create a flourishing world around them by valuing people.

For further reflection and discussion:

• How has the intent of valuing people been distorted in your context? In what ways are people devalued? Reflect specifically about the thinking in this area in your culture, your family, and in the organization where you lead. What impact has this thinking had on you as a leader? In what ways do you need to adjust your thinking to align with God’s intent?
• Reflect on what the impact would be if everyone in your organization would fully grasp and live out what it means to value people. Write at least three reflections.
• What action steps will you take as a leader to value people in your home, organization or community? Choose which of these areas you will focus on and then list 2 or 3 specific steps you will take and dates for when you will take the actions.

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine another ingredient of a flourishing world: Diversity is Affirmed