Serving leaders surrender their business* or organization and see their role as stewards. They shape the organization by focusing on the value they bring to the world, by developing people and creating a culture of excellence. They also serve the organization by taking time to work on the business. Many leaders spend nearly all of their time working in the business, doing the daily tasks that need to be done. But serving leaders find ways to step back and focus on strategic planning, building leaders and long-term development of the business.  They consider scriptures like these:

“Where there is no revelation [KJV “vision”] people cast off restraint (Proverbs 29:18a, NIV).

²⁸ “Suppose one of you wants to build a tower. Won’t you first sit down and estimate the cost to see if you have enough money to complete it? ²⁹ For if you lay the foundation and are not able to finish it, everyone who sees it will ridicule you, ³⁰ saying, ‘This person began to build and wasn’t able to finish’ (Luke 14:28-30).

The plans of the diligent lead to profit as surely as haste leads to poverty (Proverbs 21:5).

¹⁷ Moses’ father-in-law replied, “What you are doing is not good. ¹⁸ You and these people who come to you will only wear yourselves out. The work is too heavy for you; you cannot handle it alone. ²¹ But select capable men from all the people—men who fear God, trustworthy men who hate dishonest gain—and appoint them as officials over thousands, hundreds, fifties and tens. ²³ If you do this and God so commands, you will be able to stand the strain, and all these people will go home satisfied” (Exodus 18:17, 18, 21, 23, NIV).

Serving leaders serve the organization by clarifying direction.

Effective organizations have clarity on vision, mission and values. Without clarity on vision people will “cast off restraint” or live carelessly. Leaders who spend all their time in the daily tasks that need to be done fail to provide the direction the organization needs to thrive. Serving leaders take time to work on the organization by clarifying vision, mission and values. They often spend time reminding people of these core elements that bring meaning and purpose to the daily tasks. This clarity results in purpose and meaning in the work and increases the engagement of the hearts of people in what they are doing. Only leaders can clarify direction.

Serving leaders serve the organization by careful planning.

Some leaders are so busy doing the work that they don’t take time to plan for the work. They are too busy to “sit down and estimate the cost.” But serving leaders recognize that part of their role as a leader is to ensure that plans are properly made and carried out. They look down the road and anticipate future challenges and make plans to prepare the organization for long-term success. Only leaders can ensure that adequate planning takes place in an organization.

Serving leaders serve the organization by creating leaders.

Moses was a classic leader trying to do all the work himself when his father-in-law gave him great leadership advice to develop leaders from the people. Some leaders focus on getting the work done through people. But serving leaders focus on developing the people that they have. They understand that they will never have too many leaders in the organization and that only leaders can ensure that the organization is producing leaders.

Remember, it’s not your business! Serving leaders serve the organization by working on it.

For further reflection and discussion:

• How clear in my organization is our vision (why we exist)? Our mission (what we do that benefits the world)? Our values (How we relate to each other and those we serve)? What do I need to do to make these directional pillars an integral part of our daily work?
• Do I naturally focus on planning or execution? What does this indicate about who I need to work closely with on my team? Do we take enough time for strategic planning in our organization? If so, reach out to your team and thank them for their work in effective planning and point out how it benefits the organization. If not, when will I schedule time for this?
• How effectively do I focus on developing leaders in my organization? What is my plan to keep developing leaders? What steps can I take to create an organization that focuses on developing leaders?

Until next time, yours on the journey,

Jon Byler

*Note: In this series we use “business” to apply to any type of organization whether for profit or non-profit. The principles of this series apply to for-profit enterprises, non-profits (such as churches or NGO’s) and any other domain of work and service. 

If you would like a PDF of this series in one document, click here to download.

Beginning with the next issue we will update our branding for this newsletter. The content will remain the same but we will have a new look!”

Leaders work hard and they make things happen. They are people of action! But effective leaders also recognize that thinking about their work is a part of their work. They realize that what they think impacts what they do. Paul challenges leaders to pay attention to the focus of their thinking.

⁸ Finally, brothers and sisters, whatever is true, whatever is noble, whatever is right, whatever is pure, whatever is lovely, whatever is admirable—if anything is excellent or praiseworthy—think about such things (Philippians 4:8, NIV).

 Paul instructs us to “think about such things.” Serving leaders ask themselves “What am I thinking?” for several reasons.

Serving leaders ask, “What am I thinking?” to ensure thinking time.

Paul calls for thinking about our thinking! He wants to make sure that we take some time to think. While thinking does not look like an active exercise, serving leaders recognize that thinking time is not unproductive, wasted time. Leaders need to stop and think. They need to step back and gain perspective. They need to reflect on the past, evaluate the present and envision the future. They ask themselves first, “Am I thinking?” “Do I have time scheduled that allows me to focus on thinking?” Serving leaders recognize that serving does not always mean engaging in the work. They step away from the work to think about the work.

Serving leaders ask, “What am I thinking?” to focus thinking time.

Paul calls us to think on “these things.” He provides a list of things that are “excellent and praiseworthy” to think about. Thinking time is helpful, but if the focus of the time is in the wrong direction, it will not be profitable. Not all thinking time is equal. There are some areas in which the serving leader can focus his/her thoughts that will bring greater return to the organization. These may involve planning for the future, reflecting on ways to more effectively delegate tasks and responsibilities, reflecting on the context in which he/she leads and how changes in the context impact the direction of the organization, thinking about ways to greater leverage strengths, etc. Serving leaders focus their thinking on things that bring positive results.

Serving leaders ask, “What am I thinking?” to explain their thinking time.

Serving leaders think about their thinking so that they can explain to others what they are thinking. They serve those they lead by sharing with them the things about which they are thinking. They deliberately share what they are thinking and why they are thinking. All who hear what the leader is thinking benefit from better understanding the heart and mind of the leader and the direction he/she is moving.  They also learn how leaders think which raises their own thinking capacity. Some who listen will sharpen the leaders’ thinking and bring additional ideas that improve the thinking process. Others in the organization need to know what the leader is thinking so that they can help carry out the needed actions. Serving leaders not only think; they serve their teams by sharing what they are thinking.

Take a minute to think about these things!

For further reflection and discussion:

• Do I have time to think? What do I need to do to ensure that there is some thinking time in my calendar? What time of the day do I do my best thinking?   What location is most conducive to productive thinking?
• When I think, where is the focus of my thoughts? Do I tend to think about positive or negative things? Do I focus on strengths or weaknesses? What impact does this have on my leadership? What do I need to strengthen and when will I do it?
• How well and how often do I explain to others what I am thinking? Do I encourage others to sharpen my thoughts and bring their own ideas to the process?  Do those I expect to implement my ideas fully understand what I’m thinking and why it matters? Am I helping those around me grow in their own thinking capacity?  

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine the related question serving leaders ask others: “What are you thinking?”

Leaders often develop plans and strategies for what they could accomplish and they start running towards the goal.  But serving leaders don’t ask what they could start doing, but what they should start doing. They again carefully observe Paul’s instructions.  

²²You were taught, with regard to your former way of life, to put off your old self, which is being corrupted by its deceitful desires; ²³to be made new in the attitude of your minds; ²⁴and to put on the new self, created to be like God in true righteousness and holiness (Ephesians 4:22-24, NIV). Paul talks first about what needs to be “put off” or stopped. We looked at this with the question, “What should I stop doing?” When progress is made in this area, serving leaders now have some margin in their time and can move to Paul’s instruction to “put on the new self” by asking another question of themselves, “What should I start doing?” Serving leaders should start (or do more in) at least three areas.   

It is always right to ask…and to do more in three areas..  

Serving leaders ask “What should I start doing?“ to focus on leading instead of doing.    

All leaders rise to leadership positions because they are effective at accomplishing tasks, they know how to get the work done! But as serving leaders rise in leadership, they recognize that they need to start focusing on leading others instead of doing these tasks. A mental shift is required for them to put down the ‘tools’ they have learned to use so well and focus on leading others well. Paul talks about changing the “attitude of your minds” before he talks about what needs to be “put on”. As serving leaders stop doing the work themselves, they start doing more and more leadership. They spend more time working on the company than in the company. Serving leaders look at their calendar to evaluate how much time they spend leading vs. doing tasks. Then they adjust their calendar until the focus is on leading well.  

Serving leaders ask “What should I start doing?“  to do what brings greatest return.  

Effective leaders recognize that not all their leadership actions bring equal results to their organization. When they stop doing some things that bring less return, they are able to start doing more of the things that bring maximum impact. A serving leader may recognize that strategic thinking is one of the best things she can do for the organization, so she begins setting aside blocks of time for thinking. Another may determine that their greatest impact is keeping their vision clearly focused and widely understood. As a result, he starts allocating more time to work at communicating the vision to the organization. Serving leaders work hard to determine their priorities and start doing more of what matters most.  

Serving leaders ask “What should I start doing?“ to better develop their gifts.  

As leaders learn to say ‘no’ to the areas in which they are not gifted or which should be delegated to others, they find that they are able to focus more clearly on the areas of their strengths. This means that they will do more of what they are best at doing. Serving leaders also start deliberately developing their gift. This happens as they set aside time, not to exercise their strength, but to sharpen it. They start spending time reading about areas of their strength, talking with a trusted mentor, and learning from others who have excelled in that area. They take time to develop their gift.  

For further reflection and discussion: 

• Before I look at what I should start, have I stopped the things that I should not be doing so that I have some space for new areas of growth? (If not, review the previous issues!)  
• What percentage of my current time is spent on leadership actions and what percentage is spent doing the work? What would be ideal for me right now in my position? What will I do to move towards that goal?  
• Of all the things I do as a leader, what three or four things brings the greatest return to my organization? What can I do to start doing more of these things?  
• What area of personal strength can I focus on to develop? What steps can I take to develop this strength? When will I begin?  

Until next time, yours on the journey, 

Jon Byler 

In the next issue, we’ll look at the related question serving leaders ask others: “What should you start doing?”