We’ve answered several questions about delegation from the story of the apostles in the early church. We looked at why we don’t delegate, why we should delegate, how we determine what to delegate and to whom we should delegate. Now, how do we delegate?

  ¹ In those days when the number of disciples was increasing, the Hellenistic Jews among them complained against the Hebraic Jews because their widows were being overlooked in the daily distribution of food. ² So the Twelve gathered all the disciples together and said, “It would not be right for us to neglect the ministry of the word of God in order to wait on tables. ³ Brothers and sisters, choose seven men from among you who are known to be full of the Spirit and wisdom. We will turn this responsibility over to them ⁴ and will give our attention to prayer and the ministry of the word.” ⁵ This proposal pleased the whole group. They chose Stephen, a man full of faith and of the Holy Spirit; also Philip, Procorus, Nicanor, Timon, Parmenas, and Nicolas from Antioch, a convert to Judaism. ⁶ They presented these men to the apostles, who prayed and laid their hands on them. (Acts 6:1-6, NIV).  

This passage doesn’t give many details of how to delegate but it does provide guidelines that can help us learn how to effectively delegate tasks to others.   

Delegate by clarifying the task.

“We will turn this responsibility over to them.” The apostles made it clear that the task they were handing over was the work of the distribution of food to the widows. The desired outcome was also clear—to solve the complaints about inequitable distribution. The limits of the task were also identified. The apostles were not turning over the “ministry of the word” to these new leaders.

Some leaders delegate a task without being crystal clear about the expected outcomes and limits of authority being granted. But serving leaders take time to clarify exactly what is being delegated, what outcomes are expected, and what levels of authority are being granted. 

Delegate by releasing responsibility for the task.  

The apostles said they would “turn this…over to them.” They deliberately released responsibility to the new leaders who would now be fully responsible for the distribution of food. Since the men chosen were “full of the spirit and wisdom” they were released to do the task. I love the African proverb about delegation, “If you give someone a goat, let go of the rope!”

Many leaders assign tasks to others but don’t actually release them to do the work. They constantly check on the progress or micromanage the way the work is being done—or even step back in and do it themselves. But once serving leaders have clarified the task and the level of authority granted, they release the person to do the work! 

Delegate by establishing accountability for the task.

“They presented these men to the apostles, who prayed and laid their hands on them.” This was a public act that demonstrated the trust and authority granted by the apostles. At the same time, it showed that while the new leaders were trusted and released to work, they were still accountable to the apostles. Releasing responsibility does not eliminate accountability.

Some leaders release tasks to others and then don’t establish clear accountability for the work. But serving leaders clarify accountability when they release authority. They proactively establish appropriate methods of reporting and assessment from the beginning.

Delegation is a powerful tool to multiply leaders in your organization. It’s not easy to do well, and every leader makes mistakes along the way. But you can learn to do it and the results will be worth the effort! (See below for a free resource that can help.)

For further reflection and discussion:

Identify a task that you should delegate to someone you lead. Then work through the questions below to develop a plan of how you will delegate the task.

Clarify the task.

• What is the task?
• What is the goal of delegating the task?
• What level of authority am I granting with the task? (Do I expect the person to follow my instructions, recommend a plan of action for my approval, or use their own judgment to complete the task?)

Release responsibility.

• When will I release the responsibility for the task to this person?
• Who else needs to know about this change of responsibility?  
• What will I do to resist the urge to step in and take the work back?           

Establish accountability.

• When will I plan to meet with the leader and review progress on the new task?
• What will I do if corrections need to be made?
• Have I clearly communicated this plan to the person you want to take on the new task?

Until next time, yours on the journey,

Jon Byler

*For a framework to help you delegate tasks and provide the needed training and accountability for the assignment, you may find the LeadersServe DELEGATE Tool helpful. Download it here.

**If you want the entire series on delegation in one document, download a PDF here.

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

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

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

Joshua gained wisdom by accepting his mistake.

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

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

Joshua gained wisdom by a thoughtful response.

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

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

Joshua gained wisdom by honoring his commitment.

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

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

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

For further reflection and discussion:

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

Until next time, yours on the journey,

Jon Byler

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

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

We have already seen that Boaz was a man of great character. His heart to serve directed his actions as he treated others well, honored the weak, gave generously and kept his word. In this final issue we’ll reflect on how Boaz served by making things happen.

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. ² Boaz took ten of the elders of the town and said, “Sit here,” and they did so. ³ Then he said to the guardian-redeemer, “Naomi, who has come back from Moab, is selling the piece of land that belonged to our relative Elimelek (Ruth 4:1-3, NIV Read the whole chapter to get the whole story).

All leaders are people of action; they make things happen. Boaz illustrates how serving leaders make things happen in ways that focus on others.

Serving leaders make things happen by taking initiative.

After Ruth’s late-night visit to Boaz her mother-in-law told her, “Wait, my daughter, until you find out what happens. For the man will not rest until the matter is settled today” (Ruth 3:18). Just as Naomi suspected Boaz took initiative right away. Boaz went to the town gate where business was transacted. He arrived at the right time and was ready to act as soon as his relative arrived. He called for the meeting and set the agenda clearly. Boaz was doing what leaders do well, taking initiative to make things happen. But why was he doing this? He was responding to a request from Ruth, a widow. As a relative he had a cultural responsibility to help Ruth who was in need. Although he would ultimately gain a wife from his initiative his actions were not selfish. Serving leaders take initiative to make things happen but they do it from a heart that focuses on others more than themselves.

Serving leaders make things happen by taking risks.

The role of the redeemer was risky. The relative was expected to acquire the property of the person who had died, but also to marry the widow. The children from this relationship would be considered as belonging to the deceased man which potentially divides the redeemer’s estate. Boaz presented the situation to his relative knowing that this man was first in line to redeem Naomi’s property. If the relative took the offer, Ruth and the property would go to him instead of Boaz. Boaz was willing to take the risk while the relative was not. Again, he was willing to do what leaders do, take risks to move forward. But serving leaders, like Boaz, take risks that benefit not only themselves but also those they serve.  

Serving leaders make things happen by taking responsibility.  

When the relative declined to act, Boaz was ready to assume responsibility.  ⁹ Then Boaz announced to the elders and all the people, “Today you are witnesses that I have bought from Naomi all the property of Elimelek, Kilion and Mahlon. ¹⁰ I have also acquired Ruth the Moabite, Mahlon’s widow, as my wife, in order to maintain the name of the dead with his property, so that his name will not disappear from among his family or from his hometown. Today you are witnesses!” (Ruth 4:9-10). All leaders make things happen by taking responsibility. Boaz, as a serving leader, took responsibility that was focused on others, not himself. Serving leaders step up and take responsibility that benefits others.

The life of Boaz serves as a model to all serving leaders. He was a man of “standing” whose leadership actions flowed out of his heart to serve. Follow his example with those you serve today!

For further reflection and discussion:

• Skim the four chapters of Ruth looking for other indications of how Boaz made things happen. What do you observe? In what way can you learn from his example?
• What was one of the last significant initiatives I took to make things happen? Was it primarily focused on my interest and benefit or on others? What does this say about my heart condition and how does this impact my leadership?
• In what way can I take risks that benefit others in my current role? Am I inclined to take too much or too little risk? How does this impact my leadership?
• Is there an area of my leadership in which I have declined to take responsibility, perhaps fearing what it would cost me? How does the example of Boaz invite me to move forward?

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll begin a series on questions serving leaders ask!  

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As a “man of standing” Boaz served others in several ways that we have already seen. He treated others well, he treated the weak with respect, and he gave generously. He also served others by keeping his word. Several times in the story of Ruth, Boaz did what he said he would do and serves as an example to serving leaders in this area of integrity. 

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. …. 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” (Ruth 2:8, 15-16 NIV).

¹¹ And now, my daughter, don’t be afraid. I will do for you all you ask. All the people of my town know that you are a woman of noble character. ¹² Although it is true that I am a guardian-redeemer of our family, there is another who is more closely related than I. ¹³ Stay here for the night, and in the morning if he wants to do his duty as your guardian-redeemer, good; let him redeem you. But if he is not willing, as surely as the Lord lives I will do it (Ruth 3:11-13).

What can we learn from Boaz about how to serve by keeping our word?  

Serving leaders remember their words.

Boaz promised Ruth that his men would not abuse her. These were not idle words which he had not every intention of fulfilling. He remembered what he promised her and took action on it quickly. Many leaders talk a lot and make promises hoping to please those they lead. But they have no intention of acting on their promises and quickly forget what they said. Their followers soon learn not to pay attention to their empty words. But serving leaders think before they speak because they want to remember what they have promised. They take quick action as Boaz did, or they make a note to themselves to follow up later. Serving leaders make a conscious effort to remember every word they promise.  

Serving leaders honor their words.  

Boaz remembered his words and followed up with action. He went to his workers and repeated his instructions to them to fulfil the promise he made to Ruth. When he later promised her that he would act on her request for marriage he said, “as surely as the Lord lives I will do it.” Boaz made this strong statement because he was a leader that honored his commitment. Many leaders talk more than they act. But serving leaders don’t say “I will do it” lightly. They honor their words with appropriate action.

Serving leaders build a reputation with their words.

Boaz lived his life by honoring his words and his consistency built a reputation that every leader should desire. After Ruth reported to Naomi what Boaz said, Naomi responded, “Wait, my daughter, until you find out what happens. For the man will not rest until the matter is settled today” (Ruth 3:18). The reputation of Boaz was not built in a day, it was the result of him consistently honoring his word. Many leaders honor their words one day but not the next. But serving leaders work hard day after day to follow through on their commitments. They apologize when they fail and keep striving to be a person of their word. And with time, they build a reputation that all their followers can trust.

For further reflection and discussion:

• Skim the four chapters of Ruth looking for other indications of how Boaz kept his word. What do you observe? In what way can you learn from his example?
• Do I ever forget what I promised to do? What can I do to minimize this omission?
• Have I recently promised more than I fulfilled? What is the result for my leadership?  How can I improve in honoring my words?
• Am I known as a person who keeps my word? If not, why not and what needs to change? If so, how can I use the trust others have in me to better serve them?

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how Boaz served by making things happen.

In the two previous issues we examined how to get trust and how to keep it. But what happens when trust is lost? Recovering trust is one of the most difficult tasks servant leaders can face. Three steps will start you on the journey.

Identify what happened.

Look for the reasons trust has been lost. Was it your mistake or a character failure? Did the failure come from a former leader or something that happened in the history of the group you now lead? Was it a single incident or a series of events that caused the followers to lose trust? Servant leaders take the time to look for answers to these questions so they can determine how to lead their group forward and rebuild trust.

Acknowledge mistakes.

After you identify what has happened, appropriately acknowledge the mistakes made by yourself or other leaders. The followers already know what happened; they only wonder if their leader will address the issue or not. Leaders often feel that we must maintain a role of perfection. Nothing is further from the truth. When leaders refuse to openly take personal responsibility for their failures they only deepen the deficit of trust. Based on the circumstances of your situation this may need to be done privately to a few individuals or at a public meeting. Servant leaders are willing to take the initiative to acknowledge what has gone wrong.

As you openly acknowledge the hurts from the past, prepare yourself to take the heat that will result. In cases where you have been wrong and failed, God will need to work in your life to rebuild your character and it will be a time of testing for you in your spiritual journey. When others were responsible for lost trust, some of the pain or anger that followers experienced may be directed at you. In any case you will be called to a greater depth of personal humility, a part of God’s plan to shape and strengthen your character. Servant leaders are willing to allow God to do this work in their lives.

Commit to rebuild.

Make a commitment to do whatever it takes to rebuild the trust of your followers. The process of restoring trust will test your commitment to God, others, and the process itself. Recognize that it will take time, even more time than it took to establish trust initially since now you begin from a deficit. There will likely be some resistance to overcome. You may need to seek reconciliation between yourself and those who have been hurt in the past or to bring together persons who have been directly involved in the situation that destroyed trust.

As you rebuild trust, lead with an open heart. Where trust has been destroyed people build walls of protection that are natural defense mechanisms to avoid further pain. Servant leaders recognize that followers find it difficult to trust a leader who is not open. They seek God’s grace to keep their heart open to followers and thereby model what it means to trust again. This may mean that you appropriately disclose what you are doing to rebuild trust or reveal some of the pain you are going through in the time of rebuilding trust.

Finally, servant leaders maintain hope that trust can be restored. God gives grace to trust again and the power to offer grace to those who need to regain their trust in us.

For further reflection and discussion:

• In places where trust has been broken, have I done all I can to restore trust?
• In my leadership context, what are the reasons trust has been lost? What has been the result of this loss? Which persons are most deeply impacted? What is the level of my current relationship with them?
• What is an appropriate way for me to acknowledge to my followers the loss of trust? How can I take personal responsibility for the restoration of trust with my followers?
• What key individuals do I need to meet with to begin rebuilding trust?