#389, January 8, 2025

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

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

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

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

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

Serving leaders follow those over them by respecting their authority.  

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

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

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

Serving leaders follow those over them by supporting their priorities.      

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

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

Serving leaders follow those over them by seeking their success.

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

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

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

For further reflection and discussion:

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

Until next time, yours on the journey,

Jon Byler

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

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.

Serving leaders, like all leaders, have and use authority.  Authority is the legitimate power that gives them the right to act in their role as a leader. But many serving leaders may find the subject of authority a bit awkward.  Is authority good or bad? How does it fit with the concept of serving others? In this series we’ll examine how serving leaders view and use authority. First, a glimpse at the life of David reveals that serving leaders respect the authority of those above them. David was anointed to be king, but Saul was still on the throne and was chasing David and his men. Twice, David had an easy opportunity to kill Saul and take the kingdom. On one of these occasions, David cut off the corner of Saul’s robe.  

 ⁵Afterward, David was conscience-stricken for having cut off a corner of his robe. ⁶He said to his men, “The Lord forbid that I should do such a thing to my master, the Lord’s anointed, or lay my hand on him; for he is the anointed of the Lord.” ⁷With these words David sharply rebuked his men and did not allow them to attack Saul. And Saul left the cave and went his way (1 Samuel 24: 5-7, NIV).

David’s restraint shows remarkable respect for the authority of Saul even when Saul was seeking to kill him. David acknowledged that Saul was the king and respected his position even when he didn’t agree with the actions of the king. David’s response shows serving leaders the results of respect for those in authority over them.

Respect for authority builds character.  

This period was a very difficult time in David’s life as he was chased by king Saul. It was a time that his character was tested and shaped in powerful ways. Most significantly, David learned that before he should be in authority, he had to learn to be under authority. This is always a difficult lesson for leaders and much more difficult when the person in authority is not a good leader! But serving leaders respect the authority of those over them and allow God to shape their character as they show respect by their words and actions.  

Respect for authority builds trust

David acted with respect for authority because it was the right thing to do. But his followers were also watching. As they saw David’s respect for king Saul they grew in their trust of David. They observed that he was “conscience-stricken” after cutting Saul’s robe. They heard him describe his enemy as “the anointed of the Lord.” As they watched him closely, they recognized that David was a leader they could trust. Serving leaders build trust with those who follow as they respect the authority of those over them.

Respect for authority builds people.

David’s actions challenged and shaped those who followed him. Although they initially disagreed with his position David’s respect for king Saul helped them grow. David helped them grow them by rebuking them when their values did not align with his. As these men witnessed David’s loyalty to Saul, they also became extremely loyal to David. These men would go on to do extraordinary exploits for David.  They knew that because David had respect for authority, he would not misuse authority when he was in power. Serving leaders serve those who follow by respecting the authority of those above them. As they do so they build the people around them.   

For further reflection and discussion:

• What is my attitude towards those in authority over me? Am I able to respect them even when I don’t agree with their decisions? How does my attitude impact the way I lead?   
• How do I talk about those in authority over me? What impact does this have on my leadership as those who follow listen to my comments?
• How do I want those under my authority to view my leadership? Do I have this same view of those over me? How does this impact my ability to serve those under me?      

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how serving leaders accept authority.

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

As we saw in the last issue Boaz showed his heart towards his workers, strangers and family by treating them well. But in his actions towards Ruth, his character is more fully revealed in the way he showed honor to her, a person with no standing in the society. The greatest test of leadership is not in how a leader treats their superiors or their peers but in how they treat those under them, especially those who are considered weak.  Ruth, by all external measures, was a weak person with very little hope in life. She was a foreigner, she was a widow, she was poor, and she was childless! But Boaz honors her and shows all serving leaders how to relate to the weak in their circles of influence.

Serving leaders honor the weak by seeing them as people.

¹³ “May I continue to find favor in your eyes, my lord,” she said. “You have put me at ease by speaking kindly to your servant—though I do not have the standing of one of your servants.” ¹⁴ At mealtime Boaz said to her, “Come over here. Have some bread and dip it in the wine vinegar.” When she sat down with the harvesters, he offered her some roasted grain. She ate all she wanted and had some left over (Ruth 2:13-14 NIV). Boaz recognized that beneath the tattered dress there was a person of worth. He saw Ruth, not as a needy widow, but as a person created in the image of God! She was nervous but she put him at ease! They shared a meal together; he served her food instead of asking her to serve him. He treated her kindly. Serving leaders do not judge the value of a person by their status or ability. They look into the eyes of every person and see an image bearer of God. Serving leaders treat the weak as fellow human beings.

Serving leaders honor the weak by restoring their dignity.

  ¹⁵ As she got up to glean, Boaz gave orders to his men, “Let her gather among the sheaves and don’t reprimand her. ¹⁶ Even pull out some stalks for her from the bundles and leave them for her to pick up, and don’t rebuke her.” ¹⁷ So Ruth gleaned in the field until evening. Then she threshed the barley she had gathered, and it amounted to about an ephah (Ruth 2:15-17).

Ruth needed help, she was poor and hungry! She and Naomi had no land and no way to harvest a crop. Many leaders would rush to meet the need with a generous gift. But Boaz doesn’t give the food to Ruth!  Instead, he provides a safe space for her to work for the grain. He makes it possible for her to do her part to earn the food. She was able to walk home in the evening with her head held higher. Boaz restored her dignity. Serving leaders are eager to help but they do it in ways that allow the recipient to recover their dignity.   

Serving leaders honor the weak by lifting people.   

 In all that Boaz did with Ruth, he was in a posture of lifting her up. Many leaders scorn the weak or push them down, demeaning them with labels of “lazy, incompetent, disfigured, worthless” etc. It is easy for leaders to crush the weak. But everything Boaz did with Ruth, including marriage in the end, was to lift her up. He treated her as a person, restored her dignity, and helped her to earn her daily bread. He avoided handouts but offered a hand up. His marriage to her showed his willingness to elevate Ruth to equal status with him in the society. He did not marry someone “beneath” his status, he lifted a beautiful person up to his level! Serving leaders are lifters of others. They especially find ways to lift the weak, providing opportunities for them to grow and develop. They serve the weak by seeing them as people, restoring their dignity and lifting them up.  

For further reflection and discussion:

• Skim the four chapters of Ruth, especially chapter 2, looking for other indications of how Boaz honored the weak. What do you observe? In what way can you learn from his example?
• What is my attitude towards those who are “weak’’? Do I treat them with less respect than my peers or superiors? Is there any person or group of people that I see with disdain? In what way is this an indication of my heart?
• Who are the ‘weak’ in my organization or community? What can I do to see them as people? What can I do to help them recover their dignity? How can I lift them up? What is the difference between a “handout” and a “hand up”?
• How am I tempted to “help” people in a way that decreases their sense of dignity? What can I change to provide help that builds people up?

Until next time, yours on the journey,

Jon Byler

In the next issue, we will look at how Boaz served by giving generously.

We already observed that Boaz was a man of standing. Who he was on the inside influenced all we can see on the outside. In the remaining issues of this series we will look more closely at five actions of serving that illustrate his heart and character. First, we’ll look closely at how Boaz treated others.  

We often judge a leader by his/her accomplishments. What did they do? What goals were reached? What actions were taken? These are valid questions, but Boaz calls serving leaders to use different standards for measurement. Let’s look more closely at how Boaz treated several groups of people and what serving leaders can learn from his example.  

Serving leaders treat their workers well. 

 ⁴ Just then Boaz arrived from Bethlehem and greeted the harvesters, “The Lord be with you!” “The Lord bless you!” they answered (Ruth 2:4, NIV). These are the first words we hear from Boaz, words of greeting. His first words were of blessing and affirmation, showing his respect and relationship with them. He was the boss, the owner, the employer, the founder of the enterprise. But Boaz didn’t check their production level before he connected with their hearts. And their response showed that the respect was mutual. Many workers look away when the boss appears, fearing his reprimand or disapproval. Boaz teaches serving leaders that treating workers well is the best approach to relationships. Treating people well will also lead to better production! But serving leaders treat their workers well, not because of any anticipated results, but because it is the right thing to do!  

Serving leaders treat strangers well. 

⁵ Boaz asked the overseer of his harvesters, “Who does that young woman belong to?” ⁶ The overseer replied, “She is the Moabite who came back from Moab with Naomi.  ⁸ So Boaz said to Ruth, “My daughter, listen to me. Don’t go and glean in another field and don’t go away from here. Stay here with the women who work for me. ⁹ Watch the field where the men are harvesting, and follow along after the women. I have told the men not to lay a hand on you. And whenever you are thirsty, go and get a drink from the water jars the men have filled.” (Ruth 2:5-6, 8-9). At this point in the story Ruth is a stranger to Boaz, a person he has never met. Some leaders would ignore the stranger. Others might make sure the stranger is removed from the property. But Boaz takes time to find out who she is and then promptly finds a way to serve her! He does not seek to bring her into his team to accomplish his goals; he finds a way to help her meet her goals. Serving leaders see strangers as new opportunities to serve!  

Serving leaders treat their family well. 

Near the end of the story of Ruth we get a glimpse of how Boaz interacted with his extended family. ¹ Meanwhile Boaz went up to the town gate and sat down there just as the guardian-redeemer he had mentioned came along. Boaz said, “Come over here, my friend, and sit down.” So he went over and sat down (Ruth 4:1).  

In many ways, this relative was a competitor. As the guardian-redeemer he had first claim over the land of Naomi and the widow Ruth whom Boaz now wanted to marry. But Boaz calls him “my friend….” They have an amicable discussion which ends in Boaz being blessed to marry Ruth. Boaz serves his family well by avoiding a division of relationships. He balances his own interests with those of his family and everyone leaves on friendly terms. Serving leaders treat their families well honoring the relationships above their own interests.  

For further reflection and discussion: 

• Skim the four chapters of Ruth looking for other indications of how Boaz treated people. What do you observe? In what way can you learn from his example?  
• What happens in my leadership space when I arrive? Do people welcome my presence or look away? How can I focus on those I lead as people rather than objects to accomplish my vision?  
• How do I tend to view strangers? Do I see them as distractions? As potential helpers for me? Or, do I see them as new opportunities to serve? What stranger have I met in the last week and what might God invite me to do to serve them?  
• Read again the account of how Boaz, a single man, interacted with his extended family in Ruth 4:1-12. What more do you learn from his example?  Why might it have been hard for Boaz who was eager to get married to treat his potential rival respectfully? Who in my family do I struggle to serve? What can I do this week to honor them?  

Until next time, yours on the journey, 

Jon Byler 

In the next issue, we’ll examine how Boaz served by honoring the weak.  

Leaders influence others by persuasion. They can convince others to follow their vision, to support the cause, and to be a part of the team. Almost always, we try to persuade others with words, often strong or loud words that end with exclamation marks! But sometimes the greatest influence to persuade comes in silence!

Peter instructs wives who have unbelieving husbands, Wives, in the same way submit yourselves to your own husbands so that, if any of them do not believe the word, they may be won over without words by the behavior of their wives, when they see the purity and reverence of your lives (1 Peter 3:1-2).

In this situation, the husband does not agree with the beliefs of the wife. The wife’s desire is to persuade the husband of the truth she knows. We might advise her to construct well-developed arguments about the existence of God and the need for salvation, and to present them boldly. But Peter advises her to be silent! The silence, combined with godly behavior, would win the husband “without words.” Servant leaders learn the power of persuasion with silence.

Silent persuasion reveals respect. Peter encourages the wives to submit “without words.” Loud arguments would show disrespect and drive the husband away. But quietly living out her life and not pushing him to agree, shows her respect for him as a person.

Good leaders show respect to others, especially those with whom they disagree. They show respect for the other, sometimes by simply continuing the relationship without constant reminders of the disagreement. They recognize that respect will open the door to influence.

Servant leaders often show respect by their silence. They allow God time and space to work in the lives of the other person. Sometimes that time and space changes their own position! Servant leaders recognize the power of respect to persuade through silence.

Silent persuasion invites a closer look. “They will see the purity and reverence of your lives…” The silence of the wife would allow the husband to see! Silence invites the husband to turn his head and see what his wife is doing, thinking or expressing without words. Words encourage people to look at our mouth or to look away; silence encourages them to turn and look more closely.

Leaders model the way before they proclaim the way. They allow their lives to encourage followers to take a closer look. Servant leaders influence through silence as they encourage a closer look.

Silent persuasion transforms hearts. The silence of the wife, coupled with consistently good behavior, could “win over” the heart of the husband. The husband expects confrontation and arguments from her. If she argues, he will respond in the same way and likely win the battle! But instead. he finds only silent “purity and reverence.” The silence is unexpected and has tremendous power. In the end, the power of silence breaks his resistance and he accepts the position of his wife.

Servant leaders learn, especially when there is disagreement, that silence has power to persuade. Servant leaders acknowledge that while God can use their words to bring change, He can likewise use their silence to transform the heart of another. Servant leaders sometimes influence through silence and they see God transform hearts.

Certainly, there are many situations in which leaders are called to share their opinions and have healthy, genuine debate on an issue. But there are also times when leaders would do well to take the advice of Peter and lead with silence. Servant leaders cry out to God for the wisdom to know when they should persuade with words, and when silence is the right approach.

Servant leaders learn that silent leadership speaks loudly in persuasion! They move up by shutting up!

Until next time, yours on the journey,

Jon Byler

For further reflection and discussion:

• How do I show respect to those who disagree with me? Is my respect ever expressed in silence? Are there times when my silence would be disrespectful?
• Does my life encourage people to lean in and look more closely, or to move away from my arguments? What is the result in my leadership?
• Am I in a difficult relationship now which has strong disagreements? If I practice silence, would it allow God to change the heart of the other person? What might silence also do to my own heart?
• In what way do the principles of this passage to wives with unbelieving husbands apply to all relationships? In what ways might these verses not apply to others? How can we know when to be silent and when it is right to speak?
• Is there a way that silence can become a weapon to fight instead of a tool to influence? Or is there a difference between refusing to talk and choosing to be silent?

Copyright, Global Disciples 2020.

In the next issue, we’ll examine the sound of silent leadership…in self-defense.

What does leadership sound like? We usually think of leaders as strong, forceful personalities, loudly proclaiming their God-given vision and their amazing plan to change the world. They speak loudly and influence by declaration and proclamation. They grow in influence by taking courses in public speaking.

Speaking well is certainly an important part of leadership but the Bible has a lot to say about the power of silence!

In this series we’ll discover that silent leadership speaks loudly in many different areas. Servant leaders learn to leverage the sound of silence to increase their influence! Paul provides the general principle for all of life: And in fact, you do love all of God’s family throughout Macedonia. Yet we urge you, brothers and sisters, to do so more and more, and to make it your ambition to lead a quiet life: You should mind your own business and work with your hands, just as we told you, so that your daily life may win the respect of outsiders and so that you will not be dependent on anybody (1 Thessalonians 4:10-12).

Paul encourages his readers to “make it your ambition to lead a quiet life.” Ambition and quiet are not often found in the same sentence! Most leaders are ambitious for many things. They want success. They plan for action. They dream of making money, developing a large church or impacting the world. They love goals! But Paul adds this unusual goal, “Make it your ambition to lead a quiet life.” This verse gives three benefits that happen when servant leaders learn to lead with silence.

Silent leadership encourages focus. Paul says that the first benefit of a silent or quiet life is that we will learn to “mind your own business.” Leaders often step out of their own areas of authority to give their opinion on things about which they are not responsible. One of the dangers of speaking many words is that when leaders run out of good things to say, they say bad things or gossip! When they finish speaking truth, they begin sharing “half-truths” and then falsehoods.

Living a quiet life allows the servant leader to focus only on the areas to which God has called him or her. By their example servant leaders influence others to also mind their own business.

Silent leadership gets the job done. Paul challenges us to be quiet and “work with your own hands.”Some leaders spend so much time asking others to help they have no time to work! A quiet life focuses on being an example to others, showing rather than telling. The result is “you will not be dependent on anybody.” Servant leaders quietly get the job done. They lead by doing the work before calling others to join their efforts.

Silent leadership builds respect. Paul calls us to live quietly so that “your daily life may win the respect of outsiders.” Many leaders prepare well for public appearances, but Paul reminds us that servant leaders live a “daily life” of quiet faithfulness. This silent leadership will “win the respect of outsiders.” Leaders who make a lot of noise may be able to impress those on the ‘inside’, but they struggle to increase their influence beyond that circle. Servant leaders learn that silent leadership impacts even those on the ‘outside.’ They build influence by consistently doing what is right.

Paul’s instruction reminds servant leaders that living a quiet life does not reduce influence, it increases it. Servant leaders influence as they live quiet lives. They move up by shutting up!

Until next time, yours on the journey,

Jon Byler

For further reflection and discussion:

• In what areas am I tempted to speak which are not my areas of responsibility? What is the result in my leadership?
• Are there areas in which I am calling others to do things I am unwilling to do? What needs to change for me to lead by example?
• Is there any difference between my “daily life” and my public appearances? If so, what needs to change and when will I do it?
• Are there dangers of living a life that is too quiet? How do I guard against these dangers?
• How do I balance the call to live a “quiet life” with the call to be an ambassador for Christ? What are the dangers of going too far in either being quiet or making noise?

In the next issue, we’ll examine the sound of silent leadership…in reflection.

Copyright, Global Disciples 2020.

We are beginning to recognize that it is not a simple matter to follow Paul’s instruction to speak “the truth in love” (Ephesians 4:15) because he challenges our understanding of love when he lists the actions of love. One of these actions is that love “always protects” (1 Corinthians 13:7).So, servant leaders learn to speak truth while protecting. What does it mean for a leader to protect the other person as they speak truth?

Servant leaders protect the humanity of the other, seeing them as a fellow human being created in the image of God. When correction is needed, they protect the dignity of the other by sharing privately, not by shaming them in public. Servant leaders protect the honor of the other person by expecting the best from that person. They protect that person by choosing the right time to speak and selecting the location that will most likely allow the truth to be received.

Everything the servant leader does is focused on the needs of the other and how to make it most likely that they will receive the truth spoken with deep love. They express their love by protecting as they speak truth.

Speaking the truth while protecting requires balance.

Some leaders speak the truth with little concern about how it will impact the person listening. They speak quickly and put everything out at once. They live by the principle, “You will know the truth and the truth will set you free!” They love the truth more than the person to whom they are speaking truth.

Other leaders focus on the feelings of the other person and are so concerned with not offending or hurting the relationship that they ignore the truth.

A balance is needed. Servant leaders learn to speak truth that is balanced with concern to protect the listener.

Speaking the truth while protecting reveals maturity.

Immature leaders either ignore the truth or speak it quickly without concern for the other person. It takes the ongoing work of the Holy Spirit to develop love in the life of the leader so that the focus is on the person receiving the truth.

Mature servant leaders learn that truth is valuable, but people are more precious. The person should be protected, not from the truth itself, but from anything which would cause the truth to not be received. Demonstrating this depth of love requires time for the leader to become mature.

Speaking the truth while protecting reflects Jesus.

Jesus boldly spoke truth, but He also expressed love by protecting those who needed to hear it. When the woman caught in adultery was brought to Him in John 8, Jesus spoke truth but protected this woman. He literally protected her physically from those who were accusing her with the truth. They came armed with the truth and were ready to kill her. Jesus protected her life. In the end all her accusers left, and Jesus was alone with this hurting woman.

He protected her dignity by not speaking at all about her sin until He was alone with her. Her accusers loudly spoke the truth in the open and with the intent to condemn. Jesus protected her dignity by not speaking at all about her sin until they were alone. He was concerned about the timing and location when He would speak truth. He stooped down, humbling Himself in her presence, protecting her dignity as a human being and valuable person.

Finally, when the time was right to speak directly to her, Jesus straightened up and asked her, “Woman, where are they? Has no one condemned you?” “No one, sir,” she said. “Then neither do I condemn you,” Jesus declared. “Go now and leave your life of sin.”

Jesus lovingly spoke truth while protecting and He shows servant leaders how to do the same.

Until next time, yours on the journey,

Jon Byler

For further reflection and discussion:

• What is my natural tendency, to speak “truth” or to “protect the other person from the truth”? What is the result in my leadership?
• When have I spoken truth, but did not protect the person? In what way did I not protect them? What was the result in my own life and in the life of the person to whom I spoke?
• Can I think of another time when Jesus spoke the truth while protecting the listener? What can I learn from His example?

Copyright, Global Disciples 2019.

 Imagine a situation where James, the person helping you organize a large event, makes room assignments without considering the social status of the assigned roommates and it results in many complaints.

How will you respond? You could make a quick announcement to the group, “I’m sorry that James didn’t do the room assignments as I requested. Please bear with us as we correct this situation.”

Is it the truth? Yes! Is it said without dishonoring? No! (Ask James if he felt honored!) Servant leaders learn to speak truth without dishonor.

Speaking the truth without dishonoring requires balance.

Truth cannot be compromised for honor. Neither should honor be compromised for the truth. Both are needed in proper balance. Some cultures and some personalities will more easily speak truth while other cultures focus on honor. Some leaders naturally focus on honoring the person. They avoid shame at all costs so find it very difficult to speak truth.

In the situation with James, they might simply keep quiet, not wanting to make James look bad or feel bad about his mistake. Truth is not spoken. With this leader, James will not hear the truth and is likely to repeat the mistake another time.

Other leaders, such as in the scenario above, would quickly speak the truth with little regard for how it may impact James. But Paul calls servant leaders to love the truth and to love the person who needs the truth.

Speaking the truth without dishonoring reveals maturity.

It is easy to honor truth or to honor the person, but not easy to balance them both. Leaders often make mistakes on the journey towards a mature ability to speak truth without dishonoring. But they learn from their mistakes and adjust their manner of speaking as they grow. When a leader has a genuine desire to speak truth but still to honor the person, they will consider how their own natural tendencies and the culture in which they live, may influence them towards truth or honor.

Different cultures demonstrate honor in different ways, so leaders consider carefully how loudly they speak, what titles they use, and whether they use direct eye contact. Most cultures show honor by giving a rebuke or correction privately. A mature leader will not publicly rebuke someone unless there is a clear need to do so, as Paul did with Peter in Galatians 2:11-21. In this situation, Paul spoke publicly because Peter’s hypocrisy was impacting the whole group. Servant leaders reveal maturity by balancing truth and honor.

Speaking the truth without dishonoring reflects Jesus.

Jesus spoke truth while honoring people. He did not use shame to motivate a change in behavior. The woman caught in adultery (John 8) is one example of a time He spoke truth and showed honor.

The woman had clearly done wrong and everyone knew it. The Pharisees publicly shamed her and were ready to stone her to death. Jesus first did not answer their questions except to write on the ground. Finally, He said to her accusers, “Let any one of you who is without sin be the first to throw a stone at her” (John 8:7). After everyone left, Jesus was alone with the woman and said to her, “Then neither do I condemn you, go now and leave your life of sin” (John 8:11).

Jesus, the only one who had a right to accuse, did not. He offered forgiveness! But He also spoke truth and called her to “leave your life of sin.” He spoke truth without dishonoring. The woman entered in shame and dishonor; she left rebuked but loved and honored by Jesus. Servant leaders seek to follow His example as they learn to speak the truth without dishonoring others.
 

Until next time, yours on the journey,

Jon Byler

For further reflection and discussion:

• What is my natural tendency, to speak “truth” or not to dishonor? What is the result in my leadership?
• When have I spoken truth, but dishonored the person? What was the result in my own life and in the life of the person to whom I spoke?
• In my culture, which is more highly valued: truth or honor? How does this impact my ability to speak truth without dishonor?
• Can I think of another time when Jesus spoke the truth in a way that honored the person involved? What can I learn from His example?

Copyright, Global Disciples 2019.