Successful leaders maintain a laser focus on the organization’s success and ensure everyone is aligned with accomplishing the mission. This is the third action of the Serving Leader Model®, Blaze the Trail (*see note). This action reflects what organizations do—their mission. Faith leaders, like Paul, see their organization as a part of God’s plan to make the world a better place so they have added reason to carry out the mission. Consider these verses reflecting Paul’s leadership:

¹⁵ Neither do we go beyond our limits by boasting of work done by others. Our hope is that, as your faith continues to grow, our sphere of activity among you will greatly expand, ¹⁶ so that we can preach the gospel in the regions beyond you. For we do not want to boast about work already done in someone else’s territory (2 Corinthians 10:15-16, NIV).

Therefore, since we are surrounded by such a great cloud of witnesses, let us throw off everything that hinders and the sin that so easily entangles. And let us run with perseverance the race marked out for us, (Hebrews 12:1. **see note).

Paul helped his team focus on the factors that were critical to the success of the mission.   

Paul clarified key success factors.

Paul’s mission was clear: to preach the gospel, especially in “the regions beyond” where there was no church. He defined both his objective and the geographical area in which he would focus. This was his unique contribution to the growth of the church. Every leader and every organization has a unique contribution to make to the world, a “special sauce” that makes their organization distinctive. Some leaders, especially founders, understand this intuitively but don’t know how to clarify this for their team. But serving leaders make these factors clear to everyone on their team. They are able to state with confidence, “These are the things that make us unique.”

Paul taught for success.

Paul calls his followers to “run with perseverance the race marked out for us…”  The markers along the way show the runners where to focus. Paul devoted his life to training others how to achieve the mission. Leaders who Blaze the Trail mark the path of success so that others can follow along behind them. They establish standard patterns of operation that can be taught to new team members.

Some leaders expect team members to figure out on their own how to succeed but serving leaders take time to teach what is needed. They are able to say with conviction, “These are the actions we take to succeed and this is how we do it.”

Paul removed obstacles to success.

Paul does not want anything to hinder the focus on the mission. He urges, “let us throw off everything that hinders and the sin that so easily entangles.”  Great leaders name the obstacles to success and do whatever it takes to remove them. They work hard to eliminate wasted time and energy. These obstacles may include lack of training, missing information or necessary equipment, distractions, unnecessary paperwork, wasted time and energy, etc. Some of these activities may be good things, but when they keep people from success, they need to be removed.  Some leaders press workers for success but do little to help them remove obstacles. But serving leaders aggressively look for and remove obstacles from their teams.  They are able to say with courage, “These things will keep us from success.”

 The world needs leaders who “blaze the trail” by showing their teams the way to success.

For further reflection and discussion:

-Do I clearly understand what makes my organization (department, team, etc.) uniquely special? If not, what will I do to clarify what brings us success? Who do I need to talk to? What questions will I ask them?

-How well does my team understand our mission? What can I do this week to remind them of the activities on which we need to focus? 

-How well do I teach my team what actions bring us success? How has this impacted my leadership capacity? In what ways can I strengthen the training processes with those I lead?  

-Take 10 minutes to reflect on waste in the organization you lead. What are the 3 main areas of waste? (See the short list of suggestions above for ideas). What will I do to remove them?  

-In addition to the scriptures used in this issue, read and reflect on how the following passages also illustrate how Paul acted to Blaze the Trail:   Acts 20:20-24; 26:19-20, 2 Timothy 2:2, 22-23; 1 Thessalonians 4:1-11; Philippians 1:27, 3:7-14; 17; 1 Corinthians 4:14-17, 11:1, 15:58; Colossians 1:28-29, 3:2; Galatians 2:7-8; and Ephesians 5:8.

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how Paul build teams based on strengths. 

*Note: The Five Actions of Serving Leadership were recognized by Dr. John Stahl-Wert and illustrated in the book The Serving Leader. These actions have been applied by many organizations to integrate serving leadership into everyday leadership practices. See www.CenterforServingLeadership.com for more information.

**Note: It is not known if Paul was the writer of Hebrews although it was traditionally attributed to him. However, even if Paul was not the author, it was almost certainly written by a close disciple or associate of Paul and was in alignment with Paul’s leadership and teaching.

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

¹¹ So Christ himself gave the apostles, the prophets, the evangelists, the pastors and teachers, ¹² to equip his people for works of service, so that the body of Christ may be built up ¹³ until we all reach unity in the faith and in the knowledge of the Son of God and become mature, attaining to the whole measure of the fullness of Christ. ¹⁴ Then we will no longer be infants, tossed back and forth by the waves, and blown here and there by every wind of teaching and by the cunning and craftiness of people in their deceitful scheming. ¹⁵ Instead of speaking the truth in love, we will grow to become in every respect the mature body of him who is the head, Christ. ¹⁶ From him the whole body, joined and held together by every supporting ligament, grows and builds itself up in love, as each part does its work (Ephesians 4:11-16). 

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

Serving leaders share the mission by clarifying priorities.

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

Serving leaders share the mission by teaching.

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

Serving leaders share the mission by removing obstacles.

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

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

For further reflection and discussion:

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

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

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

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

-Read again the scripture above (Ephesians 4:11-16) considering your organization in the area of your mission. What is one step you can take this week to improve?        

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how serving leaders create thriving by synchronizing their teams.

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

#384  Serving Leaders
Produce a Thriving World: They Share the Mission October 16, 2024Snippet:  Reflections for Serving Leaders, latest issueWe have reflected on two actions that
serving leaders take which produce a thriving world—they shape the vision and
set the values. A third action serving leaders take to produce thriving is to
share the mission. Again, consider Paul’s vision of the church body. ¹¹ So Christ himself gave the apostles,
the prophets, the evangelists, the pastors and teachers, ¹² to
equip his people for works of service, so that the body of Christ may be built
up ¹³ until we all reach unity in the faith and in the
knowledge of the Son of God and become mature, attaining to the whole measure
of the fullness of Christ. ¹⁴ Then we will no longer be
infants, tossed back and forth by the waves, and blown here and there by every
wind of teaching and by the cunning and craftiness of people in their deceitful
scheming. ¹⁵ Instead of speaking the truth in love, we will
grow to become in every respect the mature body of him who is the head, Christ.
¹⁶ From him the whole body, joined and held together by every
supporting ligament, grows and builds itself up in love, as each part does its
work (Ephesians 4:11-16).  Paul describes a thriving world in
which each part is doing its part and the body is growing to healthy maturity.
In this issue, we focus on how serving leaders share the mission of the
organization. The Serving Leader Model® calls this “Blaze the Trail”.  Mission addresses the question, “What do we
do that brings value to those we serve?” 
Serving leaders share the mission by
clarifying priorities. Paul reveals the mission of the body
in this passage. There are “works of service” and an acknowledgment that “each
part does its work.” There is work to be done and clients, customers, or
members to serve. Each member has a part to play in fulfilling the mission and
every organization has a unique way in which they add value to the world. Many
leaders focus on making sure everyone is busy. But serving leaders share the
mission with everyone by clarifying priorities so that everyone is busy doing
the right things. They make it abundantly clear to everyone what work serves
the customer/client/member in ways that ensure the mission is
accomplished.  Serving leaders share the mission by
teaching. Paul encourages the leaders to “equip
his [God’s] people for works of service.” He understood that thriving required
the leaders to teach others how to do their work. Many leaders, especially
founders of organizations, intuitively understand the special value that they
bring and what special “flavor” of service they bring to the world. And they
assume that in time others will learn it from them. But serving leaders realize
that mission critical work must be taught. They are quick to say, “Let me show
you how we do this in this organization and why doing it this way helps us
accomplish our mission.” They teach, train, observe, correct and instruct until
the work is done in the right way. Serving leaders share the mission by
removing obstacles. Paul talks about the “waves” and
“winds” that will distract people from the real work of the church. He
recognizes that it will be easy to lose focus and start doing things that don’t
really produce maturity. Over time many leaders slowly allow excessive
reporting, unnecessary meetings, redundant tasks, and inefficient workflows to
develop. But serving leaders work continually to remove obstacles to the
mission. Where the mission is clear and
everyone knows how to do their part to accomplish the mission people thrive!   For
further reflection and discussion:Reflect on your own leadership in this
area. How effectively does my leadership share the mission of our organization?
How does my leadership in this area impact the thriving of our team? How clear is our mission? What do I
need to do as a leader to clarify what activities are mission-critical in our
organization? What percent of my time is invested in
teaching others how to do their work? What should it be? What do I need to do
to move in the right direction? What areas of waste exist in my
organization? (Consider inefficient movements, wasted time, meetings that are
not focused, paperwork, time spent on email and other areas.) Which one of
these will I do something about today? Read again the scripture above
(Ephesians 4:11-16) considering your organization in the area of your mission.
What is one step you can take this week to improve?           Until next time, yours on the journey, Jon Byler In the next issue, we’ll look at how
serving leaders create thriving by synchronizing their teams.   Click here for a resource from Center
for Serving Leadership to help you in this area: Success Factors Discovery Tool
 

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

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

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

Serving Leaders Blaze the Trail by mentioning what matters  

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

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

Serving Leaders Blaze the Trail by minimizing distractions  

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

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

Serving Leaders Blaze the Trail by maintaining consistency     

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

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

For further reflection and discussion: 

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

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

Until next time, yours on the journey, 

Jon Byler 

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

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

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

Paul chose Timothy to be a traveling companion and future leader. But even before they left Lystra Paul recognized that some preparation needed to be done before Timothy was ready to travel with the team.  

 Paul wanted to take him along on the journey, so he circumcised him because of the Jews who lived in that area, for they all knew that his father was a Greek (Acts 16:3, NIV).  

Most modern leaders don’t consider circumcision as a part of their leadership development program! But we can learn much from Paul’s example about how serving leaders prepare those chosen to be on their team.  

Serving leaders prepare others by exposing the cost.  

Timothy certainly experienced physical pain in the act of circumcision and at one level that accomplished Paul’s objective. But at a deeper level, Paul was teaching Timothy that leadership involves pain and sacrifice. Before Timothy took the first step on the journey, he needed to count the cost and Paul wanted to make sure Timothy had some “skin in the game.” He was also checking Timothy’s motives. Did Timothy just want an adventure and the trip of a lifetime? Or was he ready to pay the price of leadership? Perhaps Paul had learned a painful lesson from his experience with another young leader, Mark, who went on the first journey. Mark turned back when things got tough. (See Acts 13:5, 13; 15:36-41) In any case, Paul ensured that Timothy understood that leadership is a journey that carries a cost.

Some leaders try to encourage emerging leaders to step into leadership by focusing on the perks of leadership and emphasize the rewards. But serving leaders put the pain on the line and realize that if the new leader won’t cross the threshold, they are not ready for leadership.  They might assign a difficult task to see whether the emerging leader rises to the challenge with a good attitude. Serving leaders prepare others by exposing the cost.

Serving leaders prepare others by eliminating obstacles.

  If Paul allowed Timothy, a Jew, to be uncircumcised, it would be offensive to all Jews. While Paul adamantly argued that Gentiles did not need to be circumcised, he did not want Timothy’s ability to influence others to be hindered. So, he eliminated that obstacle for Timothy who was likely oblivious to how critical it was. Some leaders ignore obstacles or expect the young leader to learn how to overcome by themselves. But serving leaders look for ways to remove obstacles. While pain is important to confirm motives, serving leaders seek to eliminate any obstacles that will hinder the effective work of the emerging leader. 

Serving leaders prepare others by equipping for success.  

By requiring Timothy to be circumcised Paul was equipping him for success as a leader. If Timothy would not have been circumcised he would have been unable to enter the synagogues where Paul always went first in his strategic church planting efforts. And he would not have been able later to effectively lead churches with Jewish believers. So, with circumcision, Paul equipped Timothy to succeed.

Some leaders focus on their own success and see their team as a means to help. But serving leaders focus on what their team needs and equips them to succeed. Serving leaders measure their success by the success of others.

For further reflection and discussion:

• Think of a person you are considering as a potential team member, or a current member you are considering for a higher responsibility. What actions can you take to help them count the cost of that change?
• Paul used pain to expose the cost of leadership. But he also removed obstacles for Timothy. How do you decide when it is helpful to allow some pain and when an obstacle needs to be removed for those you serve?
• Identify one younger leader on your team. What is an obstacle they face and how can you remove it for them?
• In what ways are you setting your team up for success? What additional actions can you take to ensure that they will be successful?                   

Until next time, yours on the journey,

Jon Byler In the next issue, we’ll examine how Paul loved those in his leadership pipeline.

Moses led the people out of Egypt, received God’s commandments on the mountain, and was now ready for action! The first matter needing attention was to build a tabernacle, a place of worship for the new nation. Moses had learned from Jethro that he could not do all the work alone and this time doesn’t even try! He immediately calls others to help and models for all servant leaders six steps to build an effective team.

Select the right members.

(Ex 35:30-35) Moses chose two persons, Bezalel and Oholiab, to lead the team that would construct the tabernacle. Finding the right persons is critical to the success of a team and servant leaders would do well to use the same criteria that Moses used. First, he recognized their character. Bezalel was filled with the Spirit of God. Secondly, he chose men with skill, ability and knowledge. Servant leaders look for and expect competence on their team. Finally, he chose men who could teach others. This reflected their leadership capacity. He needed more than workers, he needed leaders.

It is instructive to consider what criteria Moses did not use. He did not choose based on family relationships or tribal affiliation. He did not choose based on demonstrated loyalty to his leadership or give positions as a reward. Servant leaders keep their selection process focused on the right issues: character, competence and capacity.

Recognize them publically.

(Ex 35:30) Moses introduced the team to the nation. Servant leaders ensure that everyone knows what is happening. The team needs to know their responsibilities and accountability, but the larger group also needs to understand the work of the team.

Give them the needed resources.

(Ex 36:3)They received from Moses all the offerings. Moses provided the team with the physical resources they needed. Servant leaders anticipate the needs of the team and ensure that they have what is required for success. This may be physical needs or it may be less tangible needs such as further training or encouragement.

Help them solve problems.

(Ex 36:3-7) Soon after the work began the team encountered a rather unusual problem, the people were bringing too many gifts! Moses dealt with it immediately because it was an issue that caused the work to stop. Servant leaders don’t interfere with the work, but serve their team by recognizes when obstacles need to be removed. They act quickly to release the team to continue working. As soon as this issue was resolved the team continued working and produce incredible results that take four chapters to report. (Ex 36:8 -39:31)

Inspect their work.

(Ex 39:43) Moses recognized that delegation and encouragement do not negate the need for inspection. He released them to do the job and didn’t interfere with the process. Servant leaders hold followers to a high level of accountability and expect results from their teams. They do not look critically but they do look carefully.

Bless their accomplishments.

(Ex 39:43) Moses blessed them. Three simple but profound words describe Moses’ final act with this team. Servant leaders find ways to bless their teams. It may be a simple word of encouragement, public affirmation, a financial reward, time with the leader, greater opportunities for service, or other ways. Servant leaders don’t call attention to their own accomplishments, but bless the teams who work with them.

The background reading for this issue is: Exodus 35-40

For further reflection and discussion:

• Do I have the right people on my team(s)? What criteria do I use to select team members?
• How do I assess the character of my team members?
• In my context, what wrong criteria for choosing team members are common?
• Do I ‘inspect’ the work of my team in ways that clearly call them to accountability?
• Have I publically recognized the role and responsibility of my team?
• What are the resources my team requires? Have I done all I can to ensure that they have these resources?
• What problems does my team face? Which problems should be mine to handle and which ones should I encourage them to solve on their own? Have I acted quickly to remove obstacles for my team to do their work?
• Do I inspect the work of my team often enough? Too often? Do they know clearly what I am looking for and what I expect?
• In what ways can I bless my team? What will motivate them towards continued service?