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.  

Leaders influence and impact the realm where they have authority. This may be at home, in their office or department, in the church they lead or in the business they operate. They naturally feel a sense of ownership of that entity, especially if they founded the organization or business*. But serving leaders recognize that the business is not their business. They view their business as reflected in the following scriptures.  

The earth is the LORD’s, and everything in it, the world, and all who live in it (Ps. 24:1, NIV). 

‘The silver is mine and the gold is mine,’ declares the LORD Almighty  (Haggai 2:8).  

⁶I planted the seed, Apollos watered it, but God has been making it grow. ⁷So neither the one who plants nor the one who waters is anything, but only God, who makes things grow (1 Corinthians 3:6-7).     

For who makes you different from anyone else? What do you have that you did not receive? And if you did receive it, why do you boast as though you did not? (1 Corinthians 4:7).  

Serving leaders see themselves as stewards rather than owners, they surrender ownership of their business/organization and it deeply impacts the way they lead.  

Serving leaders surrender the organization by acknowledging God’s ownership.   

God loudly declares that everything in the world is His! The land and the financial resources all belong to Him. This includes property deeds, bank accounts, property, equipment, etc. God allows His people to use His property for the time that they are alive. Serving leaders recognize that they are simply stewards of what He has entrusted to them. They seek to be responsible and faithful for what they have to manage whether little or much.  

Some leaders see themselves as owners and work in the business to bring profit to themselves. They take full responsibility for all that happens and focus on success as they define it. But serving leaders acknowledge God’s ownership. They are grateful for the opportunity to manage the organization and seek to do it with excellence. But they do not carry the weight and pressure of ownership. They find peace in being stewards.  

Serving leaders surrender the organization by acknowledging others’ contributions.  

Paul openly acknowledged that his success was dependent on the contributions of others. He “planted” but Apollos “watered” and ultimately God was the one “making it grow.”  

Some leaders only recognize their own contributions and tie their effort to the success of the organization. They start early and stay late because they think that without their diligence the organization will fail. But serving leaders acknowledge that success is not the result of one person’s efforts, but the work of a team. They gladly point out the contributions that others are making to the organization’s growth and ultimately give God the credit for the healthy growth they experience.  

Serving leaders surrender the organization by acknowledging their gifts.     

Paul acknowledged that he planted seeds that produced fruit. But he also recognized that the gifts he possessed were a gift from God, not something he produced on his own. Some leaders see themselves as superior to others and take credit for their own gifts. But serving leaders acknowledge their gifts as a blessing from God. They do not minimize how they are gifted, but they also do not take personal credit for that which they have received.   

Remember, it’s not your business! Serving leaders serve their organizations by surrendering ownership.  

For further reflection and discussion: 

• How do I view ‘my’ organization, as mine or God’s? Do I feel pressured to make things happen and tie the success of my organization to my value as a person? How can I daily live in the reality that it all belongs to God?  
• When I reflect on the success experienced in my organization, do I look first at my own contributions, or do I focus on the contributions of others? How can I acknowledge the contributions of my team this week?  
• Reflect on Paul’s words, “What do you have that you did not receive? And if you did receive it, why do you boast as though you did not?” This week, how can I thank those who invested in my own growth and development? (Think about teachers, mentors, persons who opened doors for you, introduced you to significant relationships, those who believed in you before you produced results, etc.)  

Until next time, yours on the journey, 

Jon Byler 

*Note: In this series we’ll 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.   

In the next issue, we’ll examine how serving leaders shape the business.  

Serving leaders, like all leaders, deal with money every day. Decisions need to be made that involve money in both personal and leadership roles. Serving leaders shape their thinking and decision-making process about money by their desire to serve and bless others. In this series, we’ll examine three basic principles that guide serving leaders in the way they view money and make financial decisions. The first seems counterintuitive but is foundational—serving leaders surrender money! Serving leaders recognize that the money they control is not ultimately theirs, they act as stewards. Consider these verses:  

 “The silver is mine and the gold is mine, declares the LORD Almighty” (Haggai 2:8, NIV).  

“Again, it [the kingdom of heaven] will be like a man going on a journey, who called his servants and entrusted his wealth to them (Matthew 25:14).  

“No one can serve two masters. Either you will hate the one and love the other, or you will be devoted to the one and despise the other. You cannot serve both God and money (Matthew 6:24). 

Serving leaders seek to live out the principles found in these and many similar scriptures by surrendering their money.  

Serving leaders surrender money by acknowledging their stewardship.   

 Haggai boldly declared that God is the ultimate owner of all wealth. In the parable of the talents Jesus teaches that He entrusts resources to individuals to steward on His behalf. This view radically changes how serving leaders view money, it is not theirs, they are simply stewards.  

Some leaders are obsessed with money—getting it, keeping it, and enjoying it. Their focus is inward, and they make their financial decisions based on how it will benefit themselves. But serving leaders surrender money, they acknowledge that they are in leadership to serve others and they have money to serve others. This applies to their personal finances as well as the money they oversee in their organization. As they surrender control as stewards, they experience the freedom of contentment.   

Serving leaders surrender money by acknowledging their leadership.     

Those who see their role as stewards find freedom but also a responsibility—to use the money entrusted to them well. Many leaders use their leadership to gain advantage for themselves, focused on what will benefit them personally. But serving leaders understand that as stewards, the money they manage has a higher purpose than profit or gain, it is to serve the organization and reflect God’s desires and vision.  They are still called to lead and to use the money in a way that reflects the desires of the ultimate owner, and they serve their organizations by taking responsibility for properly managing the finances.    

Serving leaders surrender money by acknowledging their temptation.    

Jesus warns about the dangerous power money can exert in our lives. Money can literally become our god. Many leaders allow money to be the ultimate authority in their lives and do whatever it takes to get more and have more. But serving leaders acknowledge that a love of money can lead them away from serving the good of their families, communities, and organizations. They surrender money so they can lead with integrity, humility and stewardship for the good of those they serve.  

For further reflection and discussion: 

• How have I viewed money and financial resources, as an owner or a steward? What difference has it made in my leadership?  
• As I lead and make financial decisions, do I demonstrate a selfish heart or a serving heart? What example can I give of a decision made in the last week that demonstrates this?  
• In what ways does money tempt me to abandon serving? How do I, or how could I, guard my heart against this? 

• Consider these additional verses related to finances and stewardship: Psalm 50:10, Matthew 25:14-30; Luke 12:42-48.   What more do you learn about how you interact with money as a serving leader?  

Until next time, yours on the journey, 

Jon Byler 

In the next issue, we’ll look at how serving leaders get money.  

Timothy was hungry to learn but he also recognized that growth in leadership comes at a cost. He was willing to pay the price that was required to shape him into the strong leader that he would become. Consider these scriptures about his life:

Paul wanted to take him along on the journey, so he circumcised him because of the Jews who lived in that area, for they all knew that his father was a Greek (Acts 16:3, NIV).

For the Spirit God gave us does not make us timid, but gives us power, love and self-discipline. So do not be ashamed of the testimony about our Lord or of me his prisoner. Rather, join with me in suffering for the gospel, by the power of God (2 Timothy 1:7–8).

Don’t let anyone look down on you because you are young, but set an example for the believers in speech, in conduct, in love, in faith and in purity (1 Timothy 4:12).

These verses, and many others, hint at the price Timothy needed to pay to be the leader we admire today.

Timothy paid the price of surrendering. 

Before he even left home, Timothy learned that leadership is not about him and his comfort but about being ready and willing to serve others. The pain of circumcision was more than physical, it meant that he was willing to surrender his own comfort for the sake of those he wanted to serve. When people would look down on him because of his youth, he would surrender his desire to fight back and declare his position. Timothy was learning an early lesson that all serving leaders eventually learn—at the heart of serving leadership is a heart attitude of surrender.

Some leaders are not willing to give up their own ambitions, dreams, and ego for the sake of those they serve. But serving leaders pay the price of surrender, not once but daily.

Timothy paid the price of stretching.  

When Timothy agreed to join Paul, it was an exciting new adventure but it was also costly. Traveling to new cities was not all exotic, especially when they were chased out of town with stones! This journey would require Timothy to stretch and grow in ways that would not be comfortable. He had to relocate and leave the comfort of his own home and place of his birth. He would need to stretch his “timid” personality to be a bold leader. He would stretch out of his comfort zone with continual new challenges and greater levels of responsibility as he matured under Paul’s guidance. He would pay the price of learning to receive the correction and counsel that Paul continued to give even as a seasoned leader. He needed to stretch his own character to be a model for others.

Some leaders want responsibility and authority without being willing to pay the price of being stretched in their own growth. But serving leaders accept that leadership is a journey of continual growth and development. Serving leaders focus on stretching themselves before directing others.

Timothy paid the price of suffering.  

Timothy paid the price of physical suffering and was likely jailed at least once. (See Hebrews 13:23). But he also suffered along with Paul as they were persecuted on many occasions. He suffered the isolation of separation from his family, the discomfort of continual moves, and the false accusations others made about him.  Apparently, he also suffered physical ailments. (See 1 Timothy 5:23).

Many leaders step back from leadership when they face suffering and decide to take a less costly path. But serving leaders accept that suffering is a price of leadership and will be used to strengthen their character and make them more effective in serving others.

For further reflection and discussion:

• What price have I already paid to lead? Are there other steps I should take as a leader that have seemed too costly for me to take? What will it take for me to be willing to pay the price?  Who can help me take this step?
• In what way(s) have I surrendered my own ambition, dreams or ego this week? How does this impact my leadership?
• In what way(s) am I currently stretching my leadership capacity? Are any changes needed?
• How do I respond to suffering in my leadership and how does this impact my growth?
• What can I do to help those I lead be willing to pay the price of leadership?      
• In addition to the verses we used in this issue, consider the following verses: 2 Timothy 2:3, 3:12, and 4:5. What additional insights do you find from these verses about how Timothy paid a price for his leadership?    

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how Timothy clarified his calling.

We have observed how Paul developed Timothy, one of the emerging leaders on his team. There were many deliberate acts of serving leadership that Paul took with Timothy and each is instructive. But in this final issue we’ll step back from some of the specific actions to the heart that shaped Paul’s actions: his love for those he served.

For this reason I have sent to you Timothy, my son whom I love, who is faithful in the Lord. He will remind you of my way of life in Christ Jesus, which agrees with what I teach everywhere in every church (1 Corinthians 4:17, NIV).

Paul speaks of Timothy as “my son whom I love…” Love may seem like a ‘soft’ skill of leadership but love is powerful and was the foundation of all that Paul did. Paul’s love for Timothy began as he chose Timothy and was expressed in all he did to develop him. Because he loved Timothy he showed him the way, empowered him, stretched him, released him, followed him and encouraged him. Serving leaders learn from Paul what is required to have a heart of love for those they serve.

Loving other leaders requires selflessness.

Paul talks about Timothy in a way that elevates him in the eyes of those who read his message. Timothy “my son…who is faithful…he will remind you…” Paul was focused on Timothy, not on himself. He was sending Timothy to represent him on a critical mission. This selflessness is at the heart of serving leadership. Some leaders can’t get past themselves and all they say and do is directed towards making themselves look good. But serving leaders focus on those they serve. They use their leadership influence to build others up and to affirm and bless gifts in the emerging leader.  Serving leaders recognize that leadership is not all about them, it’s about those they serve. Serving leaders love because they are selfless.

Loving other leaders requires surrender.

Paul was willing to surrender some of his own power and authority as he sent this letter through Timothy to the church in Corinth. “I have sent to you Timothy…” Paul delegated his authority to this young leader and trusted him to serve well. It was a risk that placed Paul in a very vulnerable position, but he loved Timothy enough to release power to him. Some leaders are afraid to release control. But serving leaders surrender power and authority to see others raised up. Serving leaders love through surrender.

Loving other leaders requires security.  

Paul was able to love Timothy from a place of deep security in his own leadership. He was not threatened by Timothy’s gifts or abilities. He was secure enough to allow Timothy to represent him to the church. He was secure enough to elevate Timothy’s gifts and calling. Paul’s security was rooted in his “life in Christ Jesus.” His leadership was anchored in something much deeper than his role or gifting, it was in a relationship with Jesus. Some leaders fear that emerging leaders will become better than they are. They see the gifts of others as a threat to themselves. But serving leaders know who they are, they are secure in their gifts and callings. From that place of security they can bless and affirm the gifts of others, even when the emerging leader is better than they are. Serving leaders understand that focusing on others does not diminish who they. Instead serving leaders are secure enough to release and empower others. Serving leaders love because they are secure.

Serving leaders do many things to develop those around them. But at the heart of it all is a love for those they serve.

For further reflection and discussion:

• On a scale of 1 to 10 how much is my own leadership shaped by love? What is the impact that has on my leadership?
• Is my leadership primarily focused on myself or on those I lead? What actions in the past week demonstrate this? What one step can I take this week to improve? 
• How easily do I release control to others? What example can I give in my leadership of my willingness (or lack of willingness) to surrender power and authority to others? Where do I need to take more risks on releasing those I serve?
• Do my leadership actions flow out of a place of personal security, or do they reflect my own insecurities? What can I do this week to anchor my leadership on a deeper foundation?

Until next time, yours on the journey,

Jon Byler

Special Offer: If you would like all the issues from Paul’s Leadership Pipeline in a PDF format, click here to download.

In the next issue, we’ll begin a series looking at the life of Timothy, the other side of Paul’s Leadership Pipeline.

One of the greatest ways Barnabas served the early church was simply being available. Several times his story includes a situation where he was sent by the church leaders to fulfill a specific mission. He was first sent by the apostles to the new church in Antioch.  

News of this reached the church in Jerusalem, and they sent Barnabas to Antioch (Acts 11:22, NIV).

Then Barnabas was sent to safely deliver a financial gift.   

²⁹The disciples, as each one was able, decided to provide help for the brothers and sisters living in Judea. ³⁰This they did, sending their gift to the elders by Barnabas and Saul (Acts 11:29-30).

Later, as we have already seen, he was sent with Paul on the first missionary journey.

So after they had fasted and prayed, they placed their hands on them and sent them off (Acts 13:3).

When the church council met to debate a contentious issue, Barnabas was sent, along with others, to deliver their decision to the Gentile churches.

Then the apostles and elders, with the whole church, decided to choose some of their own men and send them to Antioch with Paul and Barnabas. They chose Judas (called Barsabbas) and Silas, men who were leaders among the believers (Acts 15:22).

We often think of leaders as the ones who look for people to send to accomplish tasks. But Barnabas shows us that serving leaders are available to be sent.  His posture was one of being available as needed and where needed. Serving leaders learn from his example how to serve by being available.  

Availability serves others by the surrender of program.

Barnabas was available to be sent and again and again gave up his own program to serve others. He gave a most precious gift for a leader, time! He likely had his own schedule before he was sent, but he surrendered that to advance the mission of the team. Serving leaders guard their time carefully, but they learn from Barnabas not to use it selfishly. They are willing to surrender their program to meet the needs of another. They are not intimidated or diminished by being sent. They serve by being available.  

Availability serves others by the surrender of proficiency.   

Barnabas was available to serve with the gifts and talents he brought to the team. He was an encourager and was sent to encourage. He was wise, so was sent to deliver sensitive information. He was dependable, so was sent to carefully handle finances. He was highly proficient as a leader, but deliberately made his gifts available to serve the team. Serving leaders bring their gifts to serve the team, not to build their own credentials. They make their gifts available as needed for the mission. They serve by being available.  

Availability serves others by the surrender of plans.  

Barnabas was not an idle leader with no plans. But he was continually willing to lay down his own dreams and ambitions for the sake of others on the team. This did not diminish his leadership capacity but rather focused it on the needs of others rather than self. Serving leaders are not afraid to surrender their own plans for the advancement of the team. They serve by being available.

For further reflection and discussion:

• How does the availability of Barnabas challenge me as a leader? What action can I take this week to be more like him?
• Do I have any flexibility in my program/schedule to be available for the needs of others? What do I need to change in the way I manage my time to create opportunities to be available?
• Do I see the skills and gifts that I possess as resources to be used for myself or for the sake of others? How can I make them available in service to others?
• Am I willing to lay down my own dreams and plans for the sake of others? What makes it hard for me to surrender these plans? What step can I take in my own leadership to lay down my plans for the team?              

Until next time, yours on the journey,

Jon Byler

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

Serving leaders can learn many actions from Barnabas that can increase their leadership skill and capacity. We have already reflected on his generosity, his encouragement, and his work within a team. A closer look at his story reveals the source of these positive attributes.

 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).

What was Barnabas and this leadership team doing? Were they brainstorming about the future? Developing a five-year strategic plan? Setting SMART goals for the future? While these actions are all appropriate, this team was “worshipping the Lord and fasting…” The example of Barnabas shows how worship changes serving leaders.   

Worship serves by changing the heart.

This team of leaders gathered in worship. Their act of worship was an intentional shift of focus towards God. They focused their hearts and minds on God. They fasted from food as an act of denying themselves what their bodies craved. Their worship shifted the posture of their hearts away from themselves. Worship turned their focus from themselves to God.

Many leaders focus on the external actions of leadership and indeed many can be practiced without a change of heart.  But these actions will ultimately be self-serving unless there is an internal change of heart. Worship produces a change of the heart. Worship shifts the focus of the heart from self, our visions and plans and dreams, and turns our heart upward and outward. This heart change is revolutionary and prepares a serving leader to authentically serve others. It allows the leader to focus on a higher cause than selfish interest. Worship shapes the motives of our heart and forms character. Our hearts matter! Character matters! A heart change is required for the selflessness that serving leadership demands. True serving leadership begins with a heart changed by an encounter with God.

Worship serves by changing the head.

While this team worshipped, they heard the clear direction of the Holy Spirit. Without worship, they would likely have kept their minds focused on strengthening the existing church in Antioch. But in worship they experienced a shift of thinking and direction. Worship produces a change of thinking. Many leaders try to change their thinking to practice effective leadership. But serving leaders acknowledge that worship changes their thinking as needed.   

Worship serves by changing the hands.

After hearing the instruction of the Spirit, the group laid hands on Barnabas and Saul and sent them away. Consider the cost of this action. These two were the senior leaders in the church and now they were sent elsewhere! This was a totally new and unexpected course of action. Worship produces a change of actions. Serving leaders allow God to guide them in new directions as they worship. Hearts and heads that are changed result in changed actions in the hands. True serving leadership acts flow out of worship.

For further reflection and discussion:

• How does the worship of Barnabas challenge me as a leader? What action can I take this week to be more like him?
• In what ways has my heart been changed by an encounter with God? What evidence of this have I seen in the past week? If it is not evident, what is missing in my leadership and what do I need to change?
• Have I found ways to build times of worship into my leadership calendar? If so, are there ways these times can be strengthened intentionally? If not, what step can I take this week to change?
• If I am leading persons who do not value worship as a leadership practice what can I do to lead well without causing unnecessary offense?              

Until next time, yours on the journey,

Jon Byler

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

The first recorded action of Barnabas was one of extreme generosity.   

³⁶Joseph, a Levite from Cyprus, whom the apostles called Barnabas (which means “son of encouragement”), ³⁷sold a field he owned and brought the money and put it at the apostles’ feet (Acts 4:36-37, NIV). 

Barnabas sold a field he owned and gave the money to the church leaders. He was not the first of the believers to do this (see Acts 4:34), but his name is the first one mentioned in this regard. His action seems to have inspired Ananias and Sapphira to also sell their land (see Acts 5:1-11) but their heart and motives were entirely opposite to those of Barnabas.  The generosity of Barnabas demonstrates traits that all serving leaders do well to imitate.  

Generosity serves by demonstrating sacrifice. 

Barnabas sold the field he owned. This property was likely at his home in Cyprus and perhaps his family inheritance. He likely needed to travel home and then bring the money back to Jerusalem. In any case, in addition to giving the value of the property he gave time and energy. His act of generosity was a sacrifice and reflected the posture of his heart to give. Many leaders are in leadership for what they can get out of the role whether financial gain, prestige, or power. 

But serving leaders sacrifice their own desires and needs to serve those they lead. At times, like Barnabas, this may be a financial sacrifice. But many times, serving leaders sacrifice time and energy or other resources for those who follow. True generosity always demands costly sacrifice.  

Generosity serves by demonstrating sympathy.   

Barnabas was moved to generosity by the needs in the community. There were people who had needs and he had sympathy and compassion for them. He was not looking down on others, but he was looking out for others. His act of generosity shows his heart of sympathy for the needs of others more than his own needs. He recognized that he had possessions that were not intended only for his use but to bless others.  

Many leaders see others as the means to an end, people that can help accomplish the goal or the vision of the organization. But serving leaders do not see ‘workers’ or ‘members’ but they see human beings with their own dreams, passions, and desires. They look at others and see opportunities to bless and encourage. Because serving leaders focus their heart outward, they respond to these needs with sympathy and compassion. They recognize that they have been entrusted with gifts and resources that are intended to flow through them to others.  

Serving leaders give generously to those with genuine needs because they truly care about others and sympathize with their needs.  

Generosity serves by denying self.    

Barnabas sold his land and “brought the money and put it at the apostle’s feet.” In this gesture he gave up the right to determine what happened with his contribution.  The apostles would decide how it would be used in the early church. He wasn’t generous to receive praise. While it’s natural to want others to recognize our good deeds, Barnabas denied himself in this act. His act of generosity shows the focus of his heart which was on others rather than self.  

Many leaders consider being as generous as Barnabas but want to make sure that their name will be announced in the list of donors. Others act with generosity but want to control the outcomes or determine the way others should receive their gift. But serving leaders deny themselves and generously release power to others.  

For further reflection and discussion: 

• How does the generosity of Barnabas challenge me as a leader? What action can I take this week to be more like him?  
• When I give, is my generosity sacrificial or do I usually give only what I don’t want or use anyway? What steps could I take to be more generous?  

• How do I see others on my team? Do I view them as persons who are there to help accomplish my vision or do I see them as humans of equal worth as myself, with their own dreams, desires, and difficulties? How does my view of others impact my leadership?  
• Reflect on a time when you gave finances or tangible items to others with these questions. Was I able to give without any need for recognition or appreciation? Was I able to release control of the gift fully to the recipient or did I maintain power in the transaction? What do my actions reflect about my heart?  
• Read Acts 5:1-11, the account of Ananias and Sapphira who also sold their property. In what ways did their generosity contrast with that of Barnabas?  

Until next time, yours on the journey, 

Jon Byler 

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

Leaders are often forced to navigate different sides on many divisive issues of our time. We live in a world that takes sides on political persuasions, social views, health issues, economic perspectives, and many more. The sides chosen by a leader deeply impact their own leadership and those who follow. When a leader chooses a wrong side, they may quickly be sidelined! How does a serving leader decide which side to take? Joshua had an encounter with a man that provides help for serving leaders choosing sides.  

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?” ¹⁵ The commander of the Lord’s army replied, “Take off your sandals, for the place where you are standing is holy.” And Joshua did so. (Joshua 5:13–15).

Joshua was leading God’s people into their first battle. It was a crucial time. Success at this point would greatly boost his reputation while a failure would be devastating. He wanted to make sure his side would win! When he meets the man with the sword, likely an angel, Joshua asks a natural question, “Are you for us or for our enemies?”  What does his encounter teach serving leaders?

Serving leaders acknowledge their own side.

Joshua saw the situation from his side. He wanted to know if this man was for him or against him. “Are you for us or for our enemies?” But in the encounter, he realizes that there is another side which he has not considered. Serving leaders acknowledge their own bias to think in terms of sides. They recognize they see the world with the question, “Do you support my vision or my competitors?” But from Joshua, serving leaders learn the need to stop and recognize that there are other sides!    

 Serving leaders accept God’s side.

Joshua must have been shocked with the man’s response, “Neither,” he replied, “but as commander of the army of the Lord I have now come.” This response completely changed the conversation and reframed the question. It was no longer, Joshua’s question changed from “Who is on my side?” to “Am I on the right side?” God calls serving leaders to change their vantage point, not right and wrong, but about who is in charge. God’s agenda is above ouragenda. His side is often not found in either side of our loud debates. Serving leaders do not compromise truth but they acknowledge that their own view is limited and may not be as close to God’s as they previously thought! Serving leaders don’t dismiss their vision, they just submit that vision to a higher purpose. They accept that their role is not to convince people to join their side, but to rally everyone to God’s side. Serving leaders recognize they can’t win the battle for sides until they get themselves on God’s side.

Serving leaders adjust to a new side.

Joshua fell facedown! He would go back to the same people and continue to lead them into battle at Jericho. But his perspective has changed. He recognizes that he is leading on God’s side, not asking God to be on his side. He would still command, but as one under authority. He would no longer call people to “his side”, instead he would invite all to join him on God’s side. Serving leaders adjust their leadership to acknowledge that God is not on their side; they are on God’s side. They humbly ask God for His direction on the divisive issues facing them and learn that the sides are not so much about ‘us’ and ‘them’ if they focus on Him!

For further reflection and discussion:

• What situation am I currently facing in my leadership that is divisive or in which people take opposing sides? Consider that issue as you work through the following questions.
• In what ways do I naturally see the different “sides” only from my side? What have I done in the past week that illustrates this? How could I get a more balanced view of the ‘other’ side?
• In this situation, how do I assume that God is on my side? What difference does this make in how I lead? What if I asked God if He was on my side on this issue and He responded, “Neither,” he replied, “but as commander of the army of the Lord I have now come.”?  How might that shape the way I respond? Do I fear that truth will be compromised or can I trust that God knows truth better than I?
• What does it mean for my leadership for me to ‘fall on my face’ on this issue? When I get back up, how will my leadership be different?  

Until next time, yours on the journey,

Jon Byler

In the next issue, we will begin looking at the life of Boaz.

Absalom was the third born son of David and his name means “father of peace.” But his leadership was not peaceful! Absalom was a subversive* leader, working to undermine the authority of the king and take power by force. Absalom killed his own brother, Amnon, and for some time was separated from his father as a result. Later, he plotted to undermine his father’s authority as a king and led a rebellion that forced David to flee from Jerusalem. Absalom’s life ended on the battle field where he was killed by David’s men. His story, found in 2 Samuel 13-19, provides the context for this series.

We will consider the differences between David and Absalom’s leadership in six different areas. First, let’s examine the difference in their intimacy with God, expressed in how they worshipped.

David pursued intimacy in worship; Absalom pretended to worship. David, as a man after God’s own heart, danced in worship and pursued a relationship with God (2 Samuel 6:14-22). Absalom, as a young boy, likely witnessed this event. But in the story of Absalom there is no indication of any intimate relationship with God.

The only time it is recorded that Absalom worshipped is when he asks his father to go to Hebron to worship. David agrees, not knowing that the plan of Absalom is not to worship but to rebel. “While Absalom was offering sacrifices, he also sent for Ahithophel…, David’s counselor, to come…. And so the conspiracy gained strength, and Absalom’s following kept on increasing” (2 Samuel 15:12).

Absalom only pretended to worship. It made him look good. But he was filled with hatred. He was estranged from his earthly father and it appears that he had no relationship with God as father. Absalom used worship as an instrument to gain power; David saw worship as a gift of God’s presence.

Servant leaders don’t worship to look good; they worship because God is good. Servant leaders pursue intimacy in worship; subversive leaders only pretend to have intimacy.

David surrendered pride in worship; Absalom sought power in worship. David understood that in true worship surrender is required. Worship is not to manipulate God to do what the leader wants, it is to surrender the heart of the leader to what God wants. David says, “Let him do to me whatever seems good to him” (2 Samuel 15:26).

Absalom used worship to get power. He only wanted God to grant him what he wanted. Servant leaders surrender to God’s will in worship; subversive leaders seek power in worship.

David exalted God in worship; Absalom exalted only himself in worship. When David worshipped he exalted God. “David built an altar to the Lord there and sacrificed burnt offerings and fellowship offerings. He called on the Lord, and the Lord answered him with fire from heaven on the altar of burnt offering” (1 Chronicles 21:26).

In contrast, “During his lifetime Absalom had taken a pillar and erected it in the King’s Valley as a monument to himself, for he thought, “I have no son to carry on the memory of my name.” He named the pillar after himself, and it is called Absalom’s Monument to this day” (2 Samuel 18:18).

Servant leaders exalt God; subversive leaders exalt themselves.

Intimacy with God, or the lack of it, shapes how every leader leads. Servant leaders, like David, pursue intimacy with God in passionate worship, surrender of self and a genuine desire to exalt God through their leadership. Like David, they become leaders after God’s own heart.

Until next time, yours on the journey,

Jon Byler

*Subversive means to seek to undermine or destroy an established system. A leader who is subversive intends to overthrow the established authority to take power for themselves.

For further reflection and discussion:

• Read the entire account of Absalom’s life in 2 Samuel 13-19. What do I learn about leadership from his life?
• In what way am I tempted to pretend to worship? What happens to me as a person when I do this? What impact does it have on my leadership?
• Do I pray to get from God what I want or do I pray to hear from God what He wants? How does this impact my leadership?
• When I report what has happened through my leadership, do I exalt God or draw attention to myself? Are the monuments I spend my life building devoted to God or self?

Copyright, Global Disciples, 2018.