Nearly all leaders know they should delegate tasks to others, but knowing and doing are two different things! In this series, we’ll examine delegation by reflecting on a time when the early church leaders learned to delegate.

1In those days when the number of disciples was increasing, the Hellenistic Jews[a] 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. 7 So the word of God spread. The number of disciples in Jerusalem increased rapidly, and a large number of priests became obedient to the faith (Acts 6:1-7, NIV).

The church leaders faced a problem with the distribution of food and they chose to delegate that work to seven others chosen by the people. Their delegation was not ‘dumping’ tasks on others; it was a deliberate attempt to release responsibility and power to others so that others would grow and the work would multiply.

Before we look at other elements of delegation, in this issue we’ll look at why we don’t delegate!

Delegation is hard work.

Delegation is not easy. The Twelve had to call for meetings, take time to select other leaders, give them guidance on their new assignments and check back with them to make sure things were going well.

Some leaders take the easy path and do the work themselves. But serving leaders are willing to do the hard work because they want to see others grow and the work expand.

Delegation is risky work.

The apostles had no way of knowing how successfully the new leaders would accomplish their task. Delegation of a new task always involves the risk of failure.

Some leaders refuse to risk failure, so they don’t delegate. But serving leaders recognize that while delegation is risky, it is best for long-term impact.

Delegation is painful work.

The process of deciding to delegate can be painful. Before this incident, the Twelve Apostles were in charge of everything! They were acknowledged as the leaders, and it felt good to be in charge! Their first impulse, when they recognized the problem, could have been to work harder and longer hours to get the job done. Some of the apostles probably enjoyed the work of food distribution. It may have reminded them of the times they helped Jesus distribute food and some likely loved the logistics involved. Letting go of control and tasks we enjoy can be painful realities in delegation.

Some leaders avoid the pain of delegation by doing all the work themselves. But serving leaders sacrifice their own preferences for the good of their team and the organization.

For further reflection and discussion:

• What has been my experience with delegation, either in receiving tasks delegated to me by others or in my own delegation? Has this been a mostly positive or mostly negative experience? How have these experiences impacted my own ability or willingness to delegate?
• In what ways is delegation hard for me to do? Am I so busy that I don’t have the time to invest in helping others succeed? If so, how does that impact my leadership capacity?
• In what ways is delegation risky for me in my current role? What are the fears that might keep me from delegating to others on my team? What does that indicate about my belief in the potential of the people around me?
• How painful is it for me to let go of control? In what ways is my own ego wrapped up in my leadership? How does this impact the growth of my team?
• What tasks are most painful for me to release to others? Why is it hard to allow others to do these tasks and what does it say about my own leadership?

Joshua led Israel through a series of military campaigns to claim the land God had promised to them. But he didn’t rely on military tactics of his experience—he applied wisdom in his decisions, guided by surrender, obedience and adaptability. Though most serving leaders do not lead armies, they can learn powerful strategy lessons from Joshua’s example.  

 ¹³ Now when Joshua was near Jericho, he looked up and saw a man standing in front of him with a drawn sword in his hand. Joshua went up to him and asked, “Are you for us or for our enemies?” ¹⁴ “Neither,” he replied, “but as commander of the army of the Lord I have now come.” Then Joshua fell facedown to the ground in reverence, and asked him, “What message does my Lord have for his servant?” (Joshua 5:13-14, NIV).

¹³ The seven priests carrying the seven trumpets went forward, marching before the ark of the Lord and blowing the trumpets. The armed men went ahead of them and the rear guard followed the ark of the Lord, while the trumpets kept sounding. ¹⁴ So on the second day they marched around the city once and returned to the camp. They did this for six days (Joshua 6:13-14).

⁹ After an all-night march from Gilgal, Joshua took them by surprise. ¹⁰ The Lord threw them into confusion before Israel, so Joshua and the Israelites defeated them completely at Gibeon (Joshua 10:9-10).

Joshua applied wisdom by surrender.

Before Joshua carried out his first military action he had an encounter with a man blocking his progress. He asked a natural question of the man but was startled when he responded that he was the “commander of the army of the Lord.” Joshua appropriately surrendered! Before he commanded, he surrendered. This was not weakness; it was wisdom.

Many leaders assume that they are in charge and call others to follow. They charge ahead and sometimes ask God to bless their plans. But serving leaders surrender to a higher command. That surrender makes them better commanders.

Joshua applied wisdom by obedient risk taking.

Joshua’s surrender was critical when God gave what seems like foolish and unconventional directions for the battle at Jericho. But Joshua took the risk of moving forward in obedience. He marched around the city for 6 days, then 7 times on the final day, finally giving a united shout. He risked looking foolish losing everything on his first battle!  

Some leaders move forward only when the strategy is logical and clear. But serving leaders are willing to take risks of obedience when they have received instructions from God.

Joshua applied wisdom by embracing change.  

After demonstrating obedience, Joshua still had to learn to embrace change. When Joshua marched around Jericho it took a week. But when he attacked the coalition of kings who were against the Gibeonites, he employed an overnight march and took them by surprise. In many other situations, Joshua embraced change and used different tactics at God’s instruction. He refused to fall into the trap of believing that what worked previously should become the standard practice. He was able and willing to pivot and try new methods.

Some leaders find ways that work and then refuse to consider changes. But serving leaders are willing to consider new ways of accomplishing the mission. Their surrender to God’s instruction is the foundation from which they make decisions. 

For further reflection and discussion:

Have I fully surrendered to the authority of God to direct my life and leadership? What does this look like in my daily leadership practices?

Do I naturally take or avoid risks? How does that impact my leadership? Am I willing to take risks when I clearly hear God’s instruction? What do I do to ensure that I’m able to accurately hear God’s direction?

When is the last time I tried a new approach in my leadership? How open am I to change? How do I determine when change is healthy and when it is a distraction?

In addition to these reflections from Joshua’s life, consider the following examples of his military strategy as well as some from Proverbs: Joshua 6:1-27; 8:1-13; 11:1-9; Proverbs 15:22; 16:3, 9; 24:6   

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how Joshua employed wisdom in times of division.  

If I asked you to name the top 10 leaders in the New Testament church, I doubt that Barnabas would be on the list. Yet, he served the church in amazing ways. He was the catalyst for Paul’s acceptance into the church. Barnabas helped establish the church where followers of Jesus were first called Christians and was on the first team sent into cross cultural missions. He was trusted with significant amounts of money and was a part of the Jerusalem council that provided equal footing for Gentile believers. He played a key role in the lives of two New Testament writers: Paul and Mark. In this series we’ll look at the ways Barnabas served the church and learn from his example.

We first hear about Barnabas soon after the church in Jerusalem was established.  ³⁶ Joseph, a Levite from Cyprus, whom the apostles called Barnabas (which means “son of encouragement”), ³⁷ sold a field he owned and brought the money and put it at the apostles’ feet (Acts 4:37, NIV)

At the first mention of his name, we find that his real name was Joseph, but he was already called Barnabas by the Apostles because of the way he encouraged others. While we don’t have a record of what Barnabas did prior to this first mention, there are subsequent actions that give us a glimpse of how Barnabas served with encouragement.

Barnabas encouraged by believing in the unaccepted.  

Paul had been the chief persecutor of the church and was intent on killing and imprisoning those who followed Jesus. Even after a radical conversion, when Paul came to Jerusalem the church was afraid of him and would not accept him as a brother. (Read Acts 9:26-27). But Barnabas believed in Paul and leveraged his influence to bring him into the Jerusalem church. Imagine how Paul felt as he listened to Barnabas validate his calling! By believing in the unaccepted, Barnabas served the church by bringing in the greatest apostolic missionary of all time! Serving leaders encourage by believing in the unaccepted.  

Barnabas encouraged by believing in the unproven.  

Soon after the persecution of the church scattered the believers, a small group of Greeks came to faith in Antioch. These Greek believers had just come to faith in what was up to that time an almost exclusively Jewish movement. They were unknown and unproven. The Jerusalem church leaders sent their trusted encourager, Barnabas, to investigate the reports. He “was glad and encouraged them…” (Acts 11:23). Imagine how these believers felt to have a leader like Barnabas accept and encourage them. Barnabas spent a year there developing this fledgling group into the people first called Christians and from where the gospel would expand to the rest of the known world. By believing in the unproven believers in Antioch Barnabas served the church by building the team that would be the base for launching the gospel to the rest of the world. Serving leaders encourage by believing in the unproven.

Barnabas encouraged by believing in the unsuccessful. 

Mark, a cousin of Barnabas, went with Paul and Barnabas on their first missionary journey, but Mark turned back. He quit! Later, when they were ready to go on their second journey Paul understandably didn’t want to take Mark along, but Barnabas believed that Mark should have a second chance. (Read Acts 15:37-39). Imagine how Mark felt as he listened to Barnabas argue that he deserved a second chance! By believing in the unsuccessful, Barnabas served the church by keeping alive the leadership capacity of the author of the book of Mark. Serving leaders encourage by believing in the unsuccessful.

Barnabas served by believing in people that others found it hard to believe in. And he shows serving leaders the power of that belief in others.

For further reflection and discussion:

• What risks did Barnabas take by believing in Paul, Mark and the new Greek believers in Antioch?  What motivated him to take these risks? What holds you back from believing in these kinds of people?
• Reflect on the way Barnabas believed in the unaccepted, the unproven and the unsuccessful. Did you ever fit into one of these categories? Was there someone, like Barnabas who believed in you and encouraged you? If so, what can you do to express your gratitude to them?
• Who in your life right now fits one of those categories (unaccepted, unproven, unsuccessful) and what action can you take to serve with encouragement like Barnabas?
• How does Barnabas’ encouragement challenge you as a leader? What action can you take this week to be more like him?

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how Barnabas served with generosity.

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!  

Special offer! You just read issue #300 of this publication which started in 2009. To celebrate you can download a free PDF copy of “Signposts for the Journey volume Three: Reflections of a Servant Leader on Daniel, Paul, Trust, Timing, Temptation and More….” Here you will find 52 reflections, enough to keep you growing every week for a year!  Click here to download your copy of this special offer! (If you prefer an electronic reader version or hard copy, click here to purchase on Amazon.)

Effective leaders are never content with the way things are; they challenge the process. They refuse to accept that current reality is the best that is possible. They push themselves and encourage others to develop and grow towards a better future. Challenging the process is a mindset that creatively pushes traditional boundaries, explores new options and is willing to take risks. Servant leaders like Paul, challenge the process to advance the Kingdom of God.

Examine Paul’s example of challenging the process.

Paul was not content with the way things were. He continually pushed out to accomplish new things for the Kingdom of God. His passion for reaching new areas is clearly expressed in 1 Corinthians 10:15b-16, Our hope is that, as your faith continues to grow, our area of activity among you will greatly expand, so that we can preach the gospel in the regions beyond you. For we do not want to boast about work already done in another man’s territory. Paul continually pushed out to new areas, he found new ways to work with a team of disciples, he found ways to quickly establish leadership in new locations, he developed a network of supporters, and found ways to support himself with tent making. All of these were innovations that continue to challenge us two centuries later. His message challenged the church to think in different ways and resulted in the inclusion of the Gentiles. I am a beneficiary of that innovation!

Understand the power of challenging the process.

Discipleship is a call to grow and develop, to move forward and to become the persons God created us to be. Leadership is about change, taking people to higher levels. Leaders of organizations are called by God to move the organization towards God’s intended purposes. Visions, by definition, are a picture of the future that includes change. Visions will not be accomplished unless a leader is willing to challenge the process. Leaders are not content with the way things are and effectively challenge the process to produce change. Change is good, but change for the sake of change is not our goal. The goal is growth which is change in the right direction! We are called to challenge the process and find ways to work with God to make this happen. Challenging the process is the first step towards growth and movement. Every advance is the result of someone not being satisfied with the way things are.

Accept the call to challenge the process.

You are called to challenge the process! God didn’t create you to passively accept the situation of your world. He created you to be a change agent in your home, business, profession, community and church. Look around prayerfully and find a problem. That’s not a difficult assignment, most people can do that! But leaders see the problem and then get to work to find a solution. They ask, “What could we do about this problem?” They think critically about to improve the situation and look for innovative ideas to deal with what others accept as normal. They recognize that there is a big difference between critical thinking and a critical spirit and go far beyond complaining about current realities!

Servant leaders don’t seek to challenge the process because they want to make a name for themselves, build their own organization or make money; they do it because they realize deep in their heart that God Himself is not satisfied with the way things are. They understand that God’s heart grieves over the broken condition of the world. He is not satisfied with the fact that 2 billion still wait to hear about His love. He is not content to watch my neighbor’s marriage break, or my friend lose his home. Again and again God has intervened in the affairs of the world to bring change and hope where there was only darkness. Every time a servant leader raises a voice to say “There must be a better way” they reflect this heart of God. Act like a leader and challenge the process!

For further reflection and discussion:

• Think about the leadership of Jesus. In what ways did He challenge the process?
• Take 10 minutes to think about your area of leadership (home, work, community, etc.). Where is God not content with the way things are? What can you do to move forward in that area?

Reflect on the group you lead by asking the following questions: (or discuss them with your group!)

• On a scale of 1 to 10 how much do we challenge the process as a group?
• What could we do to critically evaluate our results? (Are we unafraid to really measure our success or failure to reach God’s goals for our group?)
• What one problem do we face in our group?
• What could be solutions to this problem? (Make a conscious choice not to evaluate any ideas at this stage, just get them out!)
• Are there ways we could improve what we are doing in this area?
• What one step can we take to move forward?
• Does my leadership encourage risk taking by myself and others? Why or why not?

Paul practiced what I call Open Hearted Leadership, a unique brand of genuine transparency that characterizes all servant leaders. He challenged his followers and contemporary leaders with these words, “We have spoken freely to you, Corinthians, and opened wide our hearts to you. We are not withholding our affection from you, but you are withholding yours from us. As a fair exchange– I speak as to my children– open wide your hearts also.” (2Co 6:11-13) Paul’s appeal reveals the fundamental principles of leading with an open heart.

Open hearted leadership requires self-disclosure.

Paul talks about opening his heart, disclosing to others what would not otherwise be obvious to their eyes. Self-disclosure may involve revealing our own vulnerabilities or mistakes in appropriate ways. Open hearted leaders refuse to hide behind false walls of perfection and find ways to admit their humanity. Open hearted leadership may mean telling the whole truth to stakeholders when it would be easier to give things a more positive twist. Self-disclosure may be as simple as providing more information than required by a question. Some leaders provide vague or evasive answers to inquiries and attempt to reveal as little as possible. Open hearted leaders do not tell followers everything, but are committed to walk in a transparent manner and are not secretive about their lives.

Open hearted leadership is risky.

This kind of leadership will not always be reciprocated by followers and involves significant risk. Paul took a risk to open his heart to the Corinthians and to show them his affection. He modeled the way but they didn’t seem to ‘get it.’ At least at the time of writing the letter, they had not returned the favor. Open hearted leaders take the risk of being misunderstood. Their intentions may be perfect but someone may see their transparency as a sign of weakness or use it to turn around and attack the leader. Open hearted leaders risk the loss of privacy and a level of secrecy that others may routinely enjoy. While their openness may not be reciprocated by followers servant leaders focus on the needs of their followers and are willing to take the risk. They are willing to live in the proverbial ‘glass house’ where they can be seen by others.

Open hearted leadership is a choice.

Paul made a deliberate choice to open his heart to those he was leading. He recognized that the followers likewise could choose whether or not to open their hearts to him. All leaders face daily choices about whether to live in openness and transparency or retreat to a closet of secrecy. Leadership ‘experts’ recommend that the leader not reveal more than necessary. Being open is a difficult choice, particularly if the leader has experienced pain or misunderstanding when attempting to be open. Instinctively the leader will guard his/her heart instead of risking pain. But Paul’s example encourages servant leaders to choose to open their hearts to followers, focusing on what is good for them instead of the self interest of the leader.

Look for an opportunity today to open your heart to someone close to you and experience the freedom that comes from being authentic.

For further reflection and discussion:

• Can I recall any time recently in which I exposed a weakness to others?
• Do my followers see me as transparent or secretive?
• Have I experienced pain in the past that makes it difficult for me to practice open hearted leadership? If so, what do I need to do to find healing and freedom?
• Does my culture encourage or discourage openness? How does that impact my leadership?
• What can I do as a leader to encourage openness in my organization?