David overcame great obstacles on his journey to become a leader after God’s own heart. Early in his life, he struggled with the key question which all leaders must answer, “How do I measure my significance?” The answer to that question and the basis on which we answer it profoundly shapes our leadership journey.

We can begin to understand the challenge David faced by examining the context of his calling in 1 Samuel 16. Samuel requested to see all of Jesse’s sons as candidates for kingship but dismissed each of them as they filed by one after the other. Then the story continues: So he [Samuel] asked Jesse, “Are these all the sons you have? There is still the youngest,” Jesse answered. “He is tending the sheep.” Samuel said, “Send for him; we will not sit down until he arrives.” (1 Samuel 16:11) From David’s story, servant leaders can learn several lessons about the issue of significance.

Servant leaders do not base their significance on the opinions of others.

There are several hints in this passage which reveal how others saw David. Until Samuel specifically asks for another son, David’s father doesn’t even call David in from the fields. Further, Jesse calls David “the youngest” using a negative word* that is not only descriptive of age, but implies insignificance and disdain. The reference to David keeping the sheep is also intended as an indication of low value. Clearly, Jesse didn’t expect this young boy to be chosen as a future king. How would you feel if your father articulated these feelings about you? Later, David’s oldest brother mocks him when he comes to the battlefield (see 1 Samuel 17:28). If David would have based his significance on the opinions of others, he would never have become a leader. Servant leaders listen to others, but don’t allow the opinions of others, whether positive or negative, to determine their own significance.

Servant leaders do not base their significance on their own abilities.

David, as we will see later in this series, was a gifted and capable leader. He became a courageous warrior, first known for killing Goliath, and later became a leader in Saul’s army. He earned the praise of the women who sang, “Saul has slain his thousands, and David his tens of thousands” (1 Samuel 18:7). At this point, many applauded his work and he could have finally felt vindicated from the sting of his father’s comments. But David teaches all servant leaders not to base their significance and sense of worth on their abilities.

Servant leaders do not base their significance on their positions.

David’s life journey goes from the lowest position of shepherding to the highest in the land. But he was able to keep a balanced perspective. As a king, he carried with him a sense of awe that God had chosen him, but this sense of awe was not rooted inferiority or a lack of significance. He teaches all servant leaders not to find their significance in their title.

Servant leaders find their significance in their relationship with God.

David learned that he was significant based on only one thing: his relationship with God. Whether in the field as a shepherd or in the palace as a king, his identity and significance came from an intimate and personal relationship with the Great Shepherd. His lowly role and the way others saw him could have shaped his identity. Instead, he rose above that to become a secure leader with a sense of significance rooted not in the opinion of others, his own abilities or position, but in his relationship to God. All servant leaders seek to follow his example in their own search for significance.

(*The word translated “youngest” [haqqatan or hakaton] is a difficult word to translate but has the idea of being young or inconsequential. It can figuratively mean the least. The Message captures the emotional impact I believe David must have felt: “Well, yes, there’s the runt. But he’s out tending the sheep.”)

For further reflection and discussion:

• What things have others spoken about you, either positive or negative, which you have allowed to shape your sense of significance or identity? What is the result of this in your leadership? What is God saying to you through David’s life about your own significance?
• Are there things which you do as a leader that are primarily to show others that you are significant? (Take a little time to think about this before answering.)
• How does your position or title change the way you see yourself? What would change if your title or position was taken away today?

Whether it means turning the church over to a young leader, handing over the reins of a family business to the next generation, or releasing our children to be adults, the task of passing on the baton is difficult. Your sons will take the place of your fathers; you will make them princes throughout the land (Psalm 45:16). The verse sounds easy enough, but around the world, more often than not, the baton is not passed well to the next generation. Several things are lacking in leaders who find it difficult to pass on the baton.

Passing the baton is difficult because of insufficient security.

When leaders are not secure in their positions and in who God has called them to be, they will find it difficult to raise up other leaders. Our key verse says, “your sons will take the place of your fathers.” Many fathers don’t want to give up their place! They are proud of what they have accomplished and their sense of personal worth is tied to their achievements. Proud and insecure leaders want their name to remain on the organization forever. Servant leaders accept God’s call as a trust given to them for a limited time. They are not threatened by the gifts and callings of emerging leaders. They are secure enough to give up their “place” by humbly empowering and blessing the next leader.

Passing the baton is difficult because of insufficient vision.

Some leaders simply don’t have a vision for passing on to the next generation what God has entrusted to them. They are shortsighted and see little beyond their own lifetime. Many leaders have developed skill and competency over time. They love what they do and they do it well. They focus on the task at hand and miss the long-term goal. Servant leaders recognize that the vision which God has given to them is much bigger than their time of service. They see that God’s vision is to use their leadership gifts to multiply leaders for the next generation.

Passing the baton is difficult because of insufficient trust.

It is often difficult to trust a younger, less experienced leader with the tasks we have learned to do. The new leader will make mistakes and will probably not do the job as well, especially at the beginning. Servant leaders show faith in God by trusting others. They reflect on their own life journey and acknowledge that they also made mistakes and learned along the way. With this perspective, they learn to trust that God will guide the next leader just as He has guided them.

Passing the baton is difficult because of insufficient training.

Sadly, most of us received very little training in the art of passing on the baton. On the track, coaches run drills to teach the runners the skill of passing the baton. Where are the coaches in our churches, homes and businesses? Servant leaders, even if they have not seen this skill modeled, accept the call to pass on the baton. They look closely at Biblical models for training in this art and ask God for wisdom to do it well. (Our next issue will look more at how we pass on the baton.)

Saul is an example of a leader who failed to pass on the baton. He had personal insecurities and was deeply threatened by the gifts and call of David. His vision focused on his own desire to establish a family dynasty rather than God’s ultimate purposes for the nation. He held tightly to his position of power until his tragic death.

For further reflection and discussion:

• Reflect on the four insufficiencies mentioned (security, vision, trust, training). Which of these is the most significant for your leadership? What steps is God calling you to take to change?
• Reflect on “your place.” What does it feel like to envision someone else in your current position? What does this indicate about your heart and motives in leadership?
• Think about your vision for the group you lead. Is your vision primarily concerned with what happens during your lifetime, or is it a bigger vision of what God will do through future generations? Take a few moments and ask God to enlarge your vision.
• Have you recently taken any steps to show that you trust a younger leader? If so, what was it? If not, what can you do this week to demonstrate trust in an emerging leader?