Of the many things I’m doing, what should I delegate? Effective leaders learn which responsibilities they need to strategically move from their plate to others on their team. Again, we can learn important lessons by observing the actions of the apostles in the early church.

 ¹In those days when the number of disciples was increasing, the Hellenistic Jewsamong 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.”  (Acts 6:1-4, NIV).

The passage indicates that the apostles delegated the task of distributing food. What can we learn about why they decided to delegate this work instead of something else?

Delegate tasks that are not priorities.   

The apostles said they would delegate the work of food distribution so they would not “neglect the ministry of the word.” Both tasks were good, but they recognized that if they continued doing both, the ‘ministry of the word’ would suffer. Others, at this point, could do the food distribution, but they were the only ones who could faithfully carry out the ministry of the word. And it was the ministry of the word that brought the greatest impact for the church. Every leader benefits from identifying what tasks bring the greatest return.

Some leaders delegate items they don’t enjoy doing so that others will do them. But serving leaders delegate tasks that are not priorities so they can focus on things which bring the greatest impact to their organization.

Delegate tasks that are not strengths.  

The scripture passage doesn’t say what each apostle’s strengths were, but in a group of 12 they surely were not all gifted in the administration required for providing food to the widows. The result was that the job was not done well, and the complaints revealed the need for a change. The apostles found persons who were better suited for this work and delegated it to them. Like many leaders, when the work began, they needed to do it all themselves, but as the work grew, they needed to identify the strengths of others and focus on the things they did best—in this case, teaching the word.

Some leaders hesitate to delegate to others things they don’t do well assuming that others will also do it poorly or not enjoy it. But serving leaders humbly acknowledge that they are not gifted in every area and that God has designed others to do well in these areas. They identify those strengths and delegate tasks that fit the giftings on their team.

Delegate tasks that strengthen the team.  

The seven leaders who were chosen had undeveloped potential that was not being used to the benefit of the church. They were ready and willing to do more, they just needed to be empowered by the leaders! This is true in many churches, businesses and non-profits.

Some leaders look for tasks that need to be done and find people to do them. But serving leaders look for people to develop and delegate tasks that will grow them.

For further reflection and discussion:

In the past, how have I decided what to delegate? How well did it work? What can I learn from the early church leaders about how they chose what should be delegated?

What tasks are highest priority for my leadership? (List at least 10 tasks that you do regularly and reflect on which ones bring the greatest return to your organization.  Rank them in order of what impact they bring the organization. The ones on the bottom of your list are key items to delegate.)

What tasks am I currently doing that someone else on my team could do better than I can? For each task, identify the person(s) who would do that task well. 

Reflect on two or three key members of my team. For each one, identify a task that would take them to the next level of growth and development. Develop a plan to delegate that task to them as soon as it is practical.     

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how we decide to whom we delegate tasks.

Great leaders build teams around them to help accomplish the vision. They understand that there is no such thing as a well-rounded leader, but there are well-rounded teams. Build on Strength is the fourth action in the Serving Leader Model® (*see note). It means leveraging the strengths of each individual to build a high-performing team. Faith leaders acknowledge the need for teams and their power as something God put into the DNA of the universe. Paul was a great leader and relied heavily on his team. Consider these verses:

⁵ What, after all, is Apollos? And what is Paul? Only servants, through whom you came to believe—as the Lord has assigned to each his task. ⁶ I planted the seed, Apollos watered it, but God has been making it grow….¹⁰ By the grace God has given me, I laid a foundation as a wise builder, and someone else is building on it. (1 Corinthians 3:5-6, 10, NIV). 

³ For by the grace given me I say to every one of you: Do not think of yourself more highly than you ought, but rather think of yourself with sober judgment, in accordance with the faith God has distributed to each of you. ⁴ For just as each of us has one body with many members, and these members do not all have the same function, ⁵ so in Christ we, though many, form one body, and each member belongs to all the others. ⁶ We have different gifts, according to the grace given to each of us (Romans 12:3-6a).

Paul built teams based on strengths that greatly expanded his work.

Paul was aware of his team member’s strengths. 

Paul was aware that he was not good at everything, his work was to lay “a foundation” and allow others to build on what he established. He also recognized the gifts of those on his team. He taught them about the different parts of the body and how each part is needed to accomplish all that needs to be done.

Some leaders think they should be great at everything, but serving leaders humbly acknowledge that they need others. They look at themselves “with sober judgment” to assess their own strengths and to see areas in which they need others. They have conversations with their team to understand where each one is strong.  

Paul aligned each person’s work to their strengths. 

Paul carefully aligned his team members to their own individual strengths. He allowed Luke to use his strengths as a doctor and historian. When a church needed strong leadership to straighten out problems Paul sent Titus to Crete. When the need was for nurturing and strengthening relationships he sent Timothy to Ephesus. (See references below).   

Some leaders focus on the task that needs to be done and assign a worker to do the task. But serving leaders focus on the person and align the task to their strengths. 

Paul used strengths to develop high functioning teams.

As Paul aligned the assignments of his team members to their strengths, the team performance increased. The individuals thrived and were fully engaged in their work and loved what they were doing. They were able to acknowledge the strengths of the others and affirm them in their roles. They could share responsibilities with others on the team based on strengths.  

Some leaders assign teams to accomplish a goal with little thought or communication about the strengths needed for the assignment. But serving leaders openly talk with their teams about individual strengths and affirm what each one brings to the team. 

 Serving leaders know the only way to build strong teams is to build teams on strengths. They acknowledge that their strength lies in recognizing the strengths of others.

For further reflection and discussion:

What are my top three strengths as a leader? In what areas do I need others around me to complement my strengths?

How well do I understand the strengths of my team? Do I assume that because someone is doing a job well that they enjoy doing it? When will I meet with them to ask what activities really bring them joy?

When I understand the strengths of my team members, what adjustments can I make to bring greater alignment between individual strengths and assignments?

How well do my team members understand the strengths of others on the team? If we have not already done so, when can we meet as a team to talk about strengths?  

In addition to the scriptures used in this issue, read and reflect on how the following passages also illustrate how Paul acted to Build on Strength:  Romans 12:3-8; 1 Cor. 3:5-10; 12:1-31; Ephesians 4:7, 11-16.

Also consider how Paul referred to Timothy and Titus in these passages and the different roles to which he assigned them. (Timothy: 1 Corinthians 4:17, Philippians 2:19-23; 1 Timothy 4:12-16. Titus: 2 Corinthians 8:16, 23; Titus 1:5)  

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how Paul grew others and prepared his team for succession.

*Note: The Five Actions of Serving Leadership were recognized by Dr. John Stahl-Wert and illustrated in the book The Serving Leader. These actions have been applied by many organizations to integrate serving leadership into everyday leadership practices. See www.CenterforServingLeadership.com for more information.

Leaders lead—but they also follow! We have examined how serving leaders follow those in authority over them and how they follow those ahead of them. In this issue, we’ll continue to look at Paul’s instructions to the church in Corinth and reflect on how leaders follow those around them, their peers.   

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

We can easily overlook the fact that when Paul says “follow my example” he was not writing to an individual but to the entire church. He expected the Corinthians to be followers as a group, not as individuals. Paul assumed they would learn from each other and help each other on this journey. Serving leaders reflect on what it means to lead not in isolation but with others who are on the same journey.  Just as serving leaders follow those who are over them and ahead of them, they also humbly learn to follow those around them. 

Serving leaders follow those around them by noticing.   

As Paul encouraged this group to follow his leadership, he expected them to look around at the others in the group and notice what they were doing. A serving leader can also learn by simply noticing what others around them are doing. In some cases, a leader will be able to see positive examples from which to learn. In the Corinthian church, there were lots of examples of people not doing well! All peers offer learning opportunities to leaders who simply notice.

Some leaders are so focused on what they are doing that they don’t notice what others are doing. But serving leaders look around. They observe their peers and learn from them. Where they see their peers making mistakes, they make corrections in their own leadership to avoid the same mistakes. Where they notice success, they are secure enough to affirm that success and reflect on what they can learn from it. They follow their peers by noticing.  

Serving leaders follow those around them by adapting.   

Some leaders see success in another place and rush to imitate what is being done with no discernment of how it will work in the context of their own gifting, vision, and mission. But as serving leaders notice what their peers are doing that is working well, they reflect on what they can learn and apply to their own leadership context. They do not rush to imitate exactly what another person is doing but ask themselves how the success of their peers could best be adapted to their own situation. They may seek counsel from someone ahead of them to help discern what adaptations would be most helpful.  They follow their peers by adapting.

Serving leaders follow those around them by collaborating.

As Paul encouraged the group at Corinth to follow him, he taught them a lot about the unique gifts each person brought to the team. He was encouraging interdependence among them. Serving leaders learn to collaborate with their peers. They acknowledge that they do not have strengths in every area and that there is someone else on the team who can complement their weaknesses.

Some leaders see everyone around them as a potential threat, a competitor. But serving leaders see people around them as opportunities to become stronger. They follow their peers by collaborating.

Following peers requires much thought and discernment and serving leaders should not follow them alone but as they follow those over them and ahead of them. Following only peers is short-sighted; not following them is equally blind! Serving leaders see those who are around them as a valuable gift and gladly follow.

For further reflection and discussion:

• How has my leadership been shaped, or not shaped, by those around me? How has this helped or hindered my own growth as a leader?
• Who do I consider my peers in leadership? (List at least 5 other leaders.) Have I seen this group as competitors or people that I can learn from? In what ways can I learn from their lives? What could I adopt from their leadership that would be effective in my own context?   
• What are specific ways that I could collaborate with my peers? What one step will I take this week to begin this process?
• Read the account of Paul’s interaction with the church leaders in Acts 15. Reflect on how Paul related to them as they grappled with a very contentious issue. Are there ways in which he showed respect for them as authorities in the church? Are there ways he acknowledged that the group of leaders at Jerusalem were ahead of him? In what ways might he have considered this as a group of his peers? What do you learn from his example that can be applied in your own leadership?  

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how leaders follow those under them.

When the vision, values and mission of any organization are clarified and embedded deeply into the culture of the organization people thrive. But Paul’s vision also includes two more actions serving leaders can take to build a thriving world. 

¹¹ So Christ himself gave the apostles, the prophets, the evangelists, the pastors and teachers, ¹² to equip his people for works of service, so that the body of Christ may be built up ¹³ until we all reach unity in the faith and in the knowledge of the Son of God and become mature, attaining to the whole measure of the fullness of Christ. ¹⁴ Then we will no longer be infants, tossed back and forth by the waves, and blown here and there by every wind of teaching and by the cunning and craftiness of people in their deceitful scheming. ¹⁵ Instead, speaking the truth in love, we will grow to become in every respect the mature body of him who is the head, that is, Christ. ¹⁶ From him the whole body, joined and held together by every supporting ligament, grows and builds itself up in love, as each part does its work (Ephesians 4:11-16). 

In this scripture, Paul describes a thriving world, one in which each person is contributing their best to the whole. In this issue, we focus on how the serving leader synchronizes the team. The Serving Leader Model® calls this “Build on Strength”.

Serving leaders synchronize the team by acknowledging strengths.  

Paul’s vision of the church body is diverse. He mentions a variety of gifts for the leaders and concludes by saying that the body will grow “as each part does its work.” Each part has a unique work. No part can do every work. Some leaders assume that if someone can do a job well, it must be a strength. But serving leaders look for areas of service that are life-giving to people. They first identify their own strengths and then work with their entire team to help each one identify areas in which they are not only good at doing but also enjoy doing.

Serving leaders synchronize the team by aligning strengths to tasks.   

When strengths are identified it is possible to begin to align assignments to those strengths. Paul would not ask the evangelist to prophesy; he would expect the evangelist to bring in new members. In the same way, serving leaders identify activities that bring life to their team members and then as much as possible align their assignments to that area. Each one will use the strengths that they have to bring their best to the team. Many leaders assign people to tasks simply based on what needs to be done and who is available. But serving leaders recognize that each person is uniquely wired to thrive at specific tasks. Wherever possible they adjust responsibilities to align with strengths.

Serving leaders synchronize the team by adjusting team roles.   

The beauty of teams is that each part needs the others. Paul implies that no leader with one of the gifts mentioned will be able to lead alone. They need the others.  Some leaders believe they should be able to do everything well. But serving leaders acknowledge that there is no such thing as a “well-rounded leader” but there can be well-rounded teams! They deliberately work to bring people around them that will help strengthen them in complimentary areas. And they work to align their teams to thrive by adjusting roles as much as possible to get people working in the areas of their strengths. Where teams are synchronized, people thrive!

For further reflection and discussion:

-Reflect on your own leadership in this area. How effectively does my leadership synchronize my team? How does my leadership in this area impact the thriving of our team?

-Are there things I am good at but do not enjoy doing? What should I do about this? What about those on my team? Do I actually know what they enjoy doing most? How can I find out? 

-When I identify strengths on my team, what can I do to shift their assignments towards areas of strengths?

-How can we talk as a team about individual strengths and make adjustments as much as possible and appropriate?

-Read again the scripture above (Ephesians 4:11-16) considering your organization in the area of teamwork and finding the right place for every person. What is one step you can take this week to improve?        

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how serving leaders create thriving by spreading their power.

Click here for a resource from Center for Serving Leadership to help you in this area:  BOS Functional Strengths Identifier.

The vision of Nehemiah to rebuild the wall required a variety of strengths to accomplish. Nehemiah recognized that he did not have all the strengths needed to accomplish the task—he needed a team. He was a great leader but Nehemiah was not capable of doing all that was needed for the building of the wall and community. This included casting vision, strategic thinking, administration, craftsmanship, technical skills, teaching, etc. Serving leaders recognize that there’s no such thing as a well-rounded leader, but there are well-rounded teams. Nehemiah models how serving leaders build teams based on strengths.   

Serving Leaders Build on Strength by acknowledging different roles    

The physical rebuilding needed people who could carry stones, those who were capable of doing masonry work, others skilled in timber and iron construction for the doors, etc. Beyond the construction of the wall, the story of his leadership also demonstrates a wide variety of tasks and roles including goldsmiths and merchants (3:31), guards (4:16), those who blew the trumpet (4:18), messengers (6:3), musicians (7:1, 12:27), keepers of the storerooms, gatekeepers (7:1; 11:21), leaders in charge of different areas (7:2, 70; 11:1, 11;  12:7-8; 15:16), teachers (8:4-8), temple servants (11:21), and priests and Levites (12:1-7). Nehemiah acknowledged all these roles as necessary for achieving the vision. The people doing menial tasks were as essential to the work as the person blowing the trumpet.  

Some leaders see their leadership role as critical but don’t appreciate the person who answers the phone or the one who cleans the floor. But serving leaders recognize that all tasks, even the menial ones, are vital to accomplishing the vision.  They verbally appreciate the role of each member of the team and acknowledge that the different strengths are all necessary.    

Serving Leaders Build on Strength by aligning work with passion  

In the building of the wall there were certainly times when people worked in areas outside of their strength. The job needed to be done! But Nehemiah also deliberately assigned tasks that would align with passion.  One example, “Above the Horse Gate, the priests made repairs, each in front of his own house” (Nehemiah 3:28, NIV). 

Nehemiah strategically placed people to build the wall that was close to their own homes. He knew that they would be more energized to do the work that was near to their heart! He was aligning their work with their passion. Some leaders assign tasks with little thought to whether the person will enjoy doing the work. But serving leaders look not only at ability for a task but passion. They recognize that someone may be very capable of performing a role, but not energized by doing it. Serving leaders look for ability combined with passion.  

Serving Leaders Build on Strength by applauding joint success  

Nehemiah worked hard and the wall was finally completed. Then they celebrated!  

At the dedication of the wall of Jerusalem, the Levites were sought out from where they lived and were brought to Jerusalem to celebrate joyfully the dedication with songs of thanksgiving and with the music of cymbals, harps and lyres (Nehemiah 12:27). The celebration included two choirs marching around the wall in different directions with sounds that were heard “far away”! Nehemiah applauded the work that the entire community had accomplished.  

Some leaders focus on the work, but never pause to celebrate. Or they focus on an individual accomplishment without acknowledging the work of the team. But serving leaders applaud success and find ways to celebrate the accomplishments of individuals and the team.  

For further reflection and discussion:  

• How well do I know my own strengths and passions? Am I working to focus more of my time and energy on the things I do especially well?  
• Do I see the tasks of each person, especially the menial ones, as vital to the success of our team? What have I done this week to affirm the value that each one brings to our team? 
• When I see someone on my team doing a task well, do I assume that they have passion for that work, or do I inquire about their passion? Ask one or two of them, “If you do this all day long, do you go home energized or drained?” What do I learn from their response? How can I better align my team around passions? 
• How well does our team celebrate success? What have we done recently that should be celebrated? What do I need to do to ensure that we have the celebration?   

• Read the story of Nehemiah and reflect on other ways that he demonstrated this action, Build on Strength. Especially reflect on the story of their celebration in chapter 12. What do you observe from his life and in what way can you follow his example?     

Until next time, yours on the journey, 

Jon Byler 

In the next issue, we’ll examine how Nehemiah’s leadership empowered others and prepared for succession.  

Finally, as a free gift to you, Click Here to download one tool to help you put this action into practice in your organization.  

For more information about The Five Actions of Serving Leadership read the book, The Serving Leader, or visit www.CenterforServingLeadership.com.

Secure leaders serve those they lead by embracing differences.  Instead of being threatened by differences, they see differences as a strength.  The leadership team in Antioch was filled with five remarkably secure leaders.  

¹ Now in the church at Antioch there were prophets and teachers: Barnabas, Simeon called Niger, Lucius of Cyrene, Manaen (who had been brought up with Herod the tetrarch) and Saul. ² While they were worshiping the Lord and fasting, the Holy Spirit said, “Set apart for me Barnabas and Saul for the work to which I have called them.” ³ So after they had fasted and prayed, they placed their hands on them and sent them off (Acts 13:1-3, NIV)

This team modeled how and why serving leaders embrace differences. 

Secure leaders embrace different backgrounds because they provide perspective.

This group came together from remarkably diverse backgrounds. Barnabas came from the island of Cyprus and was a Jew but spoke Greek. Simon (a Jewish name) and Lucius (a Latin name) were Africans and likely black. Manaen was a Palestinian with Greek background who grew up in the center of the political world in Judea. Saul, who would become Paul, was a well-educated Jew from Tarsus.  The team was clearly multi-racial and multi-ethnic. Their different backgrounds gave them the diverse perspectives they needed to lead the growing church in Antioch with its mixture of Jews and Gentiles. Their different backgrounds and perspectives made them a dynamic team.  Where there was a need for someone to speak in a Jewish synagogue, Paul was prepared. Barnabas could speak Greek. Manaen could speak to the Gentile politicians and Simon and Lucius could connect with immigrants. This diversity could have caused significant conflict, but these leaders were secure enough to embrace the different perspectives each brought to the team.

Insecure leaders see different backgrounds as a threat and a distraction. They look for people who think like themselves and see the world in the same way. But secure serving leaders serve by embracing those from different backgrounds.

Secure leaders embrace different gifts because they produce strength.

There were many different gifts represented in this circle of leaders, some were prophets, some were teachers. Barnabas was an encourager, a giver and a man of faith. He recognized the need to bring Saul to Antioch to help with the young church (see Acts 11;19-26). Saul was a strategic visionary. With the others, they were a strong team because of their different gifts.

Insecure leaders don’t readily accept and affirm the gifts of others. They feel threatened when others do things better. But secure serving leaders see different gifts as a strength. They acknowledge and affirm the value that other gifts bring. They serve by embracing different gifts.  

Secure leaders embrace different callings because they propel innovation.  

As the team worshipped and fasted it became clear that two were called to go. As they released Barnabas and Saul, they launched a new age of church expansion and innovation that would go to the ends of the known world!

Insecure leaders can’t see beyond their own work or envision greatness beyond themselves and their own calling. But secure serving leaders recognize that different callings can lead to innovative expansion. They serve by embracing different callings.

For further reflection and discussion:

• How diverse is my team in terms of backgrounds? Gifts? Calling? How does this impact my success?
• In what ways can I encourage the different perspectives on my team?
• Have I tended to bring around me people with gifts that are similar or different from mine? How has that impacted my leadership capacity?
• How clearly have I recognized and affirmed the different gifts on my team? Who can I talk to today to express my appreciation for the gift they bring which is so different from mine?
• What has been my attitude towards those whose calling is quite different from mine? Have I been able to bless and release these gifts in ways that produce new initiatives? Who on my team currently may have a call to something new and different? How can I encourage them to follow that call?   

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how secure leaders accept mistakes.

Timothy had a gifting and calling to the leadership roles in which he served, especially in his leadership of the church at Ephesus. But there were many years of growth and development that preceded this assignment and during that time Timothy was clarifying his calling.  Consider these instructions Paul gave to Timothy:

Do not neglect your gift, which was given you through prophecy when the body of elders laid their hands on you (1 Timothy 4:14, NIV).

For this reason I remind you to fan into flame the gift of God, which is in you through the laying on of my hands (2 Timothy 1:6).  

Timothy, my son, I am giving you this command in keeping with the prophecies once made about you, so that by recalling them you may fight the battle well (1 Timothy 1:18).

In these passages Paul encouraged Timothy to be clear about the call he had received to be a leader. There are several steps Timothy took to clarify his call which serve as a model for all serving leaders.

Timothy recognized the call to lead.

Paul reminds Timothy that there was a time that a body of elders laid hands on him and prophetically identified the calling and gifting that was in Timothy. We can’t know for certain when this happened but since Paul later reminds him to remember the call, it is likely that it was early in his leadership journey, perhaps when he first left home to travel with Paul. In any case, when this happened it was the beginning of recognition of his gifting and calling. Like most leaders Timothy did not likely see his own abilities and needed others to speak into his life to confirm his gifting. Serving leaders receive this as a part of their journey and they also seek to do the same for others around them.  

Timothy reinforced the call to lead.

Paul encouraged Timothy to “not neglect” and to “fan into flame” the gift that was within him. This is a call to nurture and develop what has been identified.  There would be many steps of learning and growth that were required before Timothy was ready to lead the church at Ephesus and we’ll look at many of these later in this series. For now, suffice it to say that the gifts in Timothy were clearly given but also needed to be reinforced. He would have to learn to lead as the prophecies foretold. He would practice and sometimes make mistakes but continued learning and growing. Timothy would also learn to acknowledge that he was not gifted in every way, he had his unique strengths but he would not be excellent at every aspect of leadership.  Serving leaders acknowledge that they are called and gifted to lead and at the same time recognize the diverse gifts that are needed around them. They “fan into flame” their own gifts as they learn to lead well.

Timothy remembered the call to lead.

Paul admonishes Timothy to “recall” the prophecies that had been spoken over him years earlier. What was the purpose of this reminder? Perhaps Timothy was going through a difficult time in his leadership journey and needed encouragement. Or maybe he was feeling so successful that he was forgetting the reason that he was serving. Timothy, like all serving leaders, needed to stop and reflect on why he was doing what he was doing. They need to remember their own call to serve others with their leadership gifts.

Paul wanted Timothy to remain in Ephesus…maybe it was difficult and Timothy felt like giving up. We need to remember the purpose behind our serving. Encouragement is needed.

For further reflection and discussion:

• Where did I first recognize that I was gifted and called to leadership? Were there others who affirmed this in me and if so, have I expressed my appreciation to them for this gift?
• Who around me has leadership gifts that I can identify and affirm? How and when will I do this?
• What are my greatest leadership strengths and what am I currently doing to develop them?
• How deeply have I accepted that I will never excel at every element of leadership but I can bring a team around me to complement my weaknesses? How does this impact my leadership?
• Reflect on those you lead. What can I do to encourage them to clarify their own calling?        
• In addition to the verses we used in this issue, consider the following verses: 1 Timothy 4:15-16; 6:11-12, 20; and 2 Timothy 2:14. What additional insights do you find from these verses about how Timothy clarified his call?       

In this series we are looking at the life of Timothy. It’s a great time to read through the two books in the Bible with his name, written to him by Paul. As you read, reflect on what Timothy did to grow as a leader and how his actions apply to your own growth. 

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how Timothy learned the Word.

Barnabas was an influential leader in the early church, but he didn’t serve alone. Barnabas served with a team. Nearly every reference to Barnabas includes him with at least one other person. This can be seen most clearly at the church in Antioch where Barnabas was sent to provide leadership after a small church was launched there. He first encouraged the believers. But right away he went to Tarsus to find Saul and brought him to Antioch. Together they worked to strengthen this church and built a team of leaders that eventually sent Barnabas and Saul on what would become the first missionary journey.  

¹Now in the church at Antioch there were prophets and teachers: Barnabas, Simeon called Niger, Lucius of Cyrene, Manaen (who had been brought up with Herod the tetrarch) and Saul. ² While they were worshiping the Lord and fasting, the Holy Spirit said, “Set apart for me Barnabas and Saul for the work to which I have called them.” ³ So after they had fasted and prayed, they placed their hands on them and sent them off (Acts 13:1-3, NIV).

Barnabas served others by serving with others. He models how serving leaders build teams around them that help to carry out the vision and mission of the organization.

Serving with a team affirms diversity.

Barnabas knew he needed Saul; he also recognized that he needed the others on that team to help build this church. The team at Antioch was very diverse. There were different gifts, different races and nationalities and certainly different personalities. Each of these brought their own unique strengths and perspectives to the team.

Some leaders try to build teams of people just like them, people who will see from their perspective and not offer different views. But serving leaders recognize the strength that comes from diversity. They acknowledge that they will never be a well-rounded leader, but they can develop a well-rounded team. They affirm the different gifts and perspectives that others bring to their teams and deliberately seek to build teams around strengths.  

Serving with a team achieves direction.  

Together the team heard God’s direction and were able to begin the first intentional outward expansion of the church. Their decision would take the church to the entire known world. There was strength in the direction they took because they were not working alone. They discerned together and could then move together.

Many leaders find that it’s easier to make decisions alone and set the direction of the organization alone. It seems quicker and less complicated to set direction this way. But serving leaders acknowledge that a team provides greater wisdom.  Serving leaders work through teams to accomplish the mission of the organization. They recognize that they cannot do as well or as much alone. Their teams provide needed wisdom and perspective that help them make good decisions that align with God’s purpose for their existence. 

Serving with a team avoids disruption.  

Following this team decision, the two key leaders left the church but the church continued thriving! Not only were the gifts and callings of Barnabas and Saul released to the world, but the leaders that remained at Antioch were also raised up to new levels of authority and responsibility. This was only possible because they were working as a team.  Where there is no team when a leader is gone, the work often collapses. But serving leaders know that long term success only comes when they build teams that can carry on after their departure. They acknowledge that where there is no teamwork, there will be no ongoing work. So they choose to serve by building teams.

For further reflection and discussion:

• How does the way Barnabas served with a team challenge me as a leader? What action can I take this week to be more like him?
• Reflect on your current team. How diverse is my team? Do we have all the perspectives and strengths that are currently needed? What strengths, if any, are missing from the team?  
• Do I tend to make strategic decisions on my own or with my team? In what way does this impact my leadership? What can I do to strengthen the ability of my team to make wise decisions?
• What would happen to my organization today if I was suddenly gone? Is my team equipped to carry on the vision without me? If not, what steps do I need to take to help them be ready?
• Barnabas built a team that ultimately released him to a greater and higher calling. Am I preparing my team to release me? What might next steps look like for me?

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how Barnabas served with worship.  

A second ingredient in a world that flourishes is that diversity is affirmed. God created a world that was beautiful and flourishing…and diverse!

So God created mankind in his own image, in the image of God he created them; male and female he created them. (Genesis 1:27, NIV)

From the beginning God created all people in His image giving them immense worth. All were created in God’s image; but not all were created identical. “Male and female he created them.”  God’s creation was built with diversity and in His design flourishing happens when this diversity is affirmed.  

Affirming diversity accelerates flourishing by acknowledging the intent.

God created them “male and female.” What was His intent? Why didn’t God simply duplicate the man? Why did He instead create a different person and at the same time, a distinct gender? Take a moment to imagine a world filled with only men. Now imagine a world with only women. What would these worlds be like? It doesn’t take an advanced degree to realize that either option would not lead to flourishing! God built differences into His design to help us realize that we are not complete as individuals. The unique value of each individual could not be fully expressed if every person were the same. Diversity is needed. God built diversity into His universe so that we recognize our need for others. This is part of the reason that all humans long for community and relationships with others. When we enter into relationships with others we more fully reflect God’s image and our diversity produces a flourishing world. Serving leaders affirm God’s design for diversity and acknowledge that they will not be complete alone.

 Affirming diversity accelerates flourishing by anticipating the impact.

Our world is filled with diversity, but we often let differences divide rather than complement. We allow differences to become points of tension and conflict instead of strengths. Wars are fought between different tribes and nations. People more often fight over their differences than celebrate them. Different groups fight for their rights. Different personalities stir up division and separation instead of cooperation and unity. But serving leaders look to God’s design and imagine a world in which diversity is affirmed. They dream of homes where both men and women are equally valued and appreciated. They envision organizations where healthy teams bring their diversity to the table and join hands to work together to accomplish much more, much better and much more quickly than individual efforts could produce. And serving leaders dream of this flourishing cascading from one family to the next, from one church to the next and from one business to the next.

Affirming diversity accelerates flourishing by accepting the implications.

Serving leaders recognize that action is needed for diversity to be affirmed. They don’t simply tolerate diversity; they welcome it! They first acknowledge their own need for others. They understand that there are no well rounded leaders, but there are well rounded teams. So they invite others to their team who are complementary but very different. They work hard to affirm and appreciate the unique perspectives and contributions of each individual. They focus on the unique strengths each person brings to their team and serve by helping them find the right place for those gifts to be expressed. Serving leaders create a flourishing world around them by affirming diversity.

For further reflection and discussion:

How has the intent of affirming diversity 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 affirm diversity. Write at least three reflections.

What action steps will you take as a leader to affirm diversity 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 look at another ingredient of a flourishing world: Work is Purposeful

As we saw in the last issue serving leaders examine their own lives to see where they need to start doing new things. But they also look at Paul’s instructions with their followers in mind.  

²² You were taught, with regard to your former way of life, to put off your old self, which is being corrupted by its deceitful desires; ²³ to be made new in the attitude of your minds; ²⁴ and to put on the new self, created to be like God in true righteousness and holiness (Ephesians 4:22-24, NIV). Paul calls everyone to “put on the new self” as the final step in becoming who we are created to be. There are new skills that need to be developed, new habits to be formed and new practices that need to be adopted. Serving leaders are continually looking for ways to develop their people. They have already looked at areas which should be “put off” or stopped. When they find things that a follower can stop doing, there is a corresponding freedom to ask what can begin. They desire growth and continued development for those they lead! With this in mind, serving leaders ask those they lead, “What should you start doing?” to encourage this process to happen.  

Serving leaders ask, “What should you start doing?” to develop strengths.   

Serving leaders continually evaluate their teams to maximize the strengths of everyone. They ask each one, “Are there things which you could start doing that are in the areas of your greatest strength?” This may begin with a small step of spending 30 minutes a day in a new area of responsibility that is aligned with the strengths of the individual. Or it may be the assignment of a completely new task or role to maximize those strengths. This new focus brings greater passion and energy to the work and results in greater productivity for the whole team. Serving leaders focus on developing strengths not correcting weaknesses.

Serving leaders ask, “What should you start doing?” to increase leadership.

Serving leaders also look for ways to move those they lead into greater and greater levels of leadership responsibility. Their focus is not on simply moving people up the ‘ladder’ of success for that organization, but increasing the maturity and capacity of those who follow. They sincerely want those they are leading to continue to develop their “new self”. Therefore, serving leaders ask questions like “Are there roles in this organization that you would like to be in someday? What steps can you take that will help prepare you for that role? What new responsibilities could you do in your current role that would prepare you for the next? Are there ways I can help?” By simply asking these questions, the leader challenges the follower to think and reflect, all a part of the growth process. Serving leaders don’t measure their own success by their own leadership capacity, but by the increasing capacity of those they lead.

Serving leaders ask, “What should you start doing?” to accomplish the vision.  

Serving leaders continually connect the role of each person in the organization to the vision for which it exists. And they often ask followers, “What should you start doing that would help us accomplish our great purpose?” By asking the question, new ideas will be produced and the follower will become even more deeply passionate about the vision and the role they play in carrying it out. Serving leaders draw others into the implementation of the vision in ways that increase passion and ownership for the vision.   

For further reflection and discussion:

Focus your answers to these questions – on one or two key persons that you currently lead. Reflect on your answers and then plan for a time to meet with that person (or persons) and ask them questions that will encourage them to begin doing new things.

• How can I encourage this person to start doing new things that are more closely aligned with his/her strengths? Are there any remaining tasks they are responsible to do which are not in their areas of strength? If so, what will I do to bring better strengths alignment for this person?  
• In what ways has this person demonstrated leadership capacity? Have I communicated this to them? What potential do I see in this person as a leader? How can I encourage them to start doing new things in their current role that will help them to increase their capacity as a leader?
• How does this person’s current role align with our vision? Have I communicated this adequately to him/her? Do I believe that this person has fully embraced our vision and will bring helpful new ideas when I ask “What should you start doing that would help us accomplish our vision?” If not, what can I do to help them more fully embrace the vision?             

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at another question serving leaders ask themselves: “What am I thinking?”