When you’re ready to delegate, how do you decide who should receive delegate tasks? That’s the focus of this issue and again, we look to the example of the apostles.  

 ¹In those days when the number of disciples was increasing, the Hellenistic Jews among them complained against the Hebraic Jews because their widows were being overlooked in the daily distribution of food. ² So the Twelve gathered all the disciples together and said, “It would not be right for us to neglect the ministry of the word of God in order to wait on tables. ³ Brothers and sisters, choose seven men from among you who are known to be full of the Spirit and wisdom. We will turn this responsibility over to them ⁴ and will give our attention to prayer and the ministry of the word.”  (Acts 6:1-4, NIV).

In this situation the apostles were ready to delegate the task of distributing the food and asked the group to choose 7 men for the work. But in verse three they specified criteria for the selection process that can help us choose the right people for any delegated task.

Delegate to people that you know.   

The apostles requested the group to choose people “who are known.” They wanted people who were not strangers but were well known by everyone involved. Some attributes, especially skills that are obvious might be known quickly. But deeper issues of the heart like integrity, motives, attitude towards authority, response to conflict, etc. will only be known over time.  Before you delegate, ask, “How well do I know this person?” The level that you know them can help determine the level of delegation. The less you know them, the more cautious you should be about giving them responsibilities.

Some leaders quickly give significant responsibilities to people that seem capable but whom they don’t really know well. But serving leaders take time to get to know people especially before they delegate significant tasks to them.

Delegate to people that are aligned.

The second criterion the apostles mentioned was that they be “full of the Spirit.”  This was critical because they would need the guidance and power of the Spirit in their new role. But it was also important because it meant that they were aligned with the vision and mission of the apostles and moving in the same direction or in the same ‘spirit’. Before delegating to someone ask how closely they are aligned with you. Are they aligned with the vision, mission, values of your organization? Do they understand the way you do what you do? This is especially important when people have come to you from another organization. Don’t delegate to misaligned people, no matter how gifted they are!

Some leaders delegate to people who are qualified to do the task with little assessment of their alignment with the organization. But serving leaders look for alignment of vision, mission and values before selecting someone for the task.  

Delegate to people that are experienced.

The apostles wanted people who were “full of the Spirit and wisdom.” This role required wisdom, knowing what to do in a challenging situation. These leaders would be stepping into a situation already marked by dissatisfied members who were complaining. The people selected would need wisdom to navigate complaints, cultural expectations, communication, logistics, and the opposition they would soon face. This was not a place for people with no leadership experience. The principle here is to delegate tasks in proportion to the experience that someone has. The new task may stretch their capacity and help them grow to the next level but should not be completely out of their realm of experience.

Some leaders delegate tasks far above a person’s experience and capacity. But serving leaders match the person’s capacity to the task at hand.  

For further reflection and discussion:

Reflect on your experience with delegation, especially a time when you chose the wrong person for a task. What can I learn from that experience from this story of the apostles?

Consider three or four people on your team. Evaluate each one by asking these questions: How well do I know them? How aligned are they with our direction? What level of experience do they have?   After you evaluate them, identify a task that you should delegate to that person. If your assessment reveals that you should not yet delegate a task to them, what will you do to help them move in the right direction?

What can I do with someone who has potential for growth but has little experience?

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how to delegate effectively.

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.

If delegation is hard work and doing the work myself is easier, why should I delegate tasks to others? Consider the story from the early church:  

  ¹ In those days when the number of disciples was increasing, the Hellenistic Jews among them complained against the Hebraic Jews because their widows were being overlooked in the daily distribution of food. ² So the Twelve gathered all the disciples together and said, “It would not be right for us to neglect the ministry of the word of God in order to wait on tables. ³ Brothers and sisters, choose seven men from among you who are known to be full of the Spirit and wisdom. We will turn this responsibility over to them ⁴ and will give our attention to prayer and the ministry of the word.” ⁵ This proposal pleased the whole group. They chose Stephen, a man full of faith and of the Holy Spirit; also Philip, Procorus, Nicanor, Timon, Parmenas, and Nicolas from Antioch, a convert to Judaism. ⁶ They presented these men to the apostles, who prayed and laid their hands on them. ⁷ So the word of God spread. The number of disciples in Jerusalem increased rapidly, and a large number of priests became obedient to the faith (Acts 6:1-7, NIV).

We can learn several things about delegation as we reflect on this story. 

Delegation strengthens people.  

As the seven men who were selected picked up additional responsibility, they developed greater administrative skills, sharpened their communication ability and grew in their thinking and problem-solving capacity. Their leadership potential was developed because the apostles believed in them and were willing to delegate responsibilities that brought growth.

Some leaders delegate simply to get the work done and help the organization succeed. But serving leaders delegate because it helps people grow. They look for tasks that will help that person grow into their full potential.  

Delegation strengthens the organization.

“So the word of God spread. The number of disciples in Jerusalem increased rapidly…” The work that was delegated by the apostles allowed strengths to function more effectively and improved the quality of the work. At the same time, it increased the impact of the early church in terms of quantity. When leaders are developed, organizations are strengthened.   

Some leaders seek to strengthen their organization by adding more people to the team. But serving leaders strengthen their organization by investing in their team. They recognize that God’s design is not for only one person to excel but for teams to function effectively as tasks are delegated to the right individuals.

Delegation strengthens the leadership pipeline.   

When the apostles added seven people to their leadership team, they now had a team of nineteen instead of twelve! Several became leaders that took the gospel out to new locations, especially when persecution broke out later. They were developing a strong leadership pipeline that would meet the current needs but also ensure that there were leaders ready to succeed them in the future.

Some leaders focus only on present needs and delegate work that needs to be done. But serving leaders delegate work to prepare others to take up leadership in the future. They recognize that there is no success without a successor.

For further reflection and discussion:

When I have delegated tasks in the past, was it primarily to get the work done or to develop people? What would change on my team if I focused more on developing people?

On my team, who is ready for an opportunity to take on more responsibility? What can I delegate to them to help them grow and develop their potential?  When will I do it?

Is there a current role I have been considering filling by finding someone outside of my organization? If so, is there anyone already in my organization who could be developed to take that role? What would be required for that to happen?

What is the current strength of my leadership pipeline? Do I have leaders ready to step into any role in my organization? Are there changes that should be made to strengthen my team in this area? What does my pipeline strength indicate about my leadership?   

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine what we should delegate.

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

1In those days when the number of disciples was increasing, the Hellenistic Jews[a] among them complained against the Hebraic Jews because their widows were being overlooked in the daily distribution of food. 2 So the Twelve gathered all the disciples together and said, “It would not be right for us to neglect the ministry of the word of God in order to wait on tables. 3 Brothers and sisters, choose seven men from among you who are known to be full of the Spirit and wisdom. We will turn this responsibility over to them 4 and will give our attention to prayer and the ministry of the word.” 5 This proposal pleased the whole group. They chose Stephen, a man full of faith and of the Holy Spirit; also Philip, Procorus, Nicanor, Timon, Parmenas, and Nicolas from Antioch, a convert to Judaism. 6 They presented these men to the apostles, who prayed and laid their hands on them. 7 So the word of God spread. The number of disciples in Jerusalem increased rapidly, and a large number of priests became obedient to the faith (Acts 6:1-7, NIV).

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

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

Delegation is hard work.

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

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

Delegation is risky work.

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

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

Delegation is painful work.

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

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

For further reflection and discussion:

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

When leaders grow other leaders, the people flourish and the organization thrives.  The primary work of every serving leader is to intentionally grow others. Jesus demonstrated this by empowering His twelve disciples.  

 ¹ When Jesus had called the Twelve together, he gave them power and authority to drive out all demons and to cure diseases, ² and he sent them out to proclaim the kingdom of God and to heal the sick (Luke 9:1-2, NIV).

As Jesus sent out the twelve, He shifted His focus from doing the work to equipping others to carry it forward. In doing so, He demonstrated how growing others produces flourishing.

Growing leaders brings flourishing by sharing power.  

Jesus “gave them power and authority.” His mindset was not simply to use His power and authority, but to share it with those who followed Him. He shared both power and authority. He gave the disciples both the capacity to do accomplish the task (power) and the legitimate permission to act on His behalf (authority). Prior to this passage, He spent time training them and demonstrating how to do the tasks He would ask them to do. Now He gave them permission to go and implement what they had learned.

Some leaders seek to gain power and authority for themselves. But serving leaders deliberately distribute both so that others can grow and contribute. Some leaders help others grow their capacity, but don’t provide a place for them to use what they’ve learned. But serving leaders share both power and authority.

Growing leaders brings flourishing by stretching capacity.

Jesus “sent them out to proclaim the kingdom of God and to heal the sick.” He had demonstrated preaching and healing to them; now He asks them to go and practice! This was undoubtedly a stretching experience for the disciples. They might have wondered as they headed out, “Can I really do this?” But the confidence of Jesus in them provided the impetus for them to rise up and do what He asked. Great leaders look for opportunities to stretch the capacity of those on their team. They evaluate where each person is at and what assignment would appropriately build their capacity. Then they assign responsibilities that builds capacity and confidence on their team.

Some leaders fear that increasing responsibilities of those they lead will result in mistakes and failures. So they keep people at the same level. But serving leaders see potential in every individual and provide them with growth opportunities that will stretch their capacity and build a stronger team. They recognize that mistakes and failures are a necessary part of the growth process.

Growing leaders brings flourishing by scaling the mission.

By sending out the twelve Jesus began to scale His mission. When Jesus preached and healed His impact was limited to the places He could physically reach. But when He sent out six teams of disciples He was effectively fulfilling His mission in many locations, ultimately reaching many more people and places than He could have done alone. He recognized that if He didn’t grow His team, the work would stop when He was gone. But with a strong team empowered and prepared to do the work His impact would spread far beyond His physical presence.  

Some leaders try to increase results by working harder and faster. But serving leaders invest in the growth of their team and slowly build the capacity to scale their mission and multiply their impact.

For further reflection and discussion:

Reflect on your own leadership journey in relation to this element of growing leaders.  On a scale of 1-10 (10 is perfect) how would you rate your own leadership?   How much of my time actually goes to developing people on my team?   What portion of my time should I be spending on developing others?

How quickly do I share power and authority in my leadership? When I equip others, do I also find ways to give them platforms to use their new skills?  

How much do I believe in the potential of those I lead? How does that impact my leadership with them?

Think about the people on your team. Identify one person that is ready for a growth opportunity. Who is the person, what new responsibility are they ready to take and when will you do any needed training and empowering for this to happen?

In addition to the scripture used in this issue, reflect on the following verses from the life of Jesus: Matthew 10:1-15, 14:16, 16:19, 21:1-3, 26:38-41, 28:18-20; Mark 6:7-13; Luke 6:12, 9:1-6, 22:8-13; John 20:21-23 and 21:15-17. What additional insights do you find?            

Until next time, yours on the journey,

Jon Byler

If you want a document containing all six issues of this series, click here.

*Note: This series is based on The LeadersServe Culture which is designed to help people flourish and organizations thrive. This happens when leaders serve. The LeadersServe Culture training provides an in depth look at each of these elements with practical exercises to clarify, communicate, and cultivate each one into the life of your organization. For more information about this model and other training resources visit www.LeadersServe.com

Effective leaders grow the people around them and continually delegate more and more responsibility to their teams. This builds leadership depth and prepares the organization for the time that they will no longer be the leader. Faith leaders take a long-term perspective to their work believing that God’s design is for one generation to build on the foundation of the previous.  The Serving Leader Model® (*see note) calls this action Upend the Pyramid, to reflect the way serving leaders turn the traditional leadership model upside down. Paul demonstrated this action in so many ways. Consider these examples:

He [Paul] was accompanied by Sopater son of Pyrrhus from Berea, Aristarchus and Secundus from Thessalonica, Gaius from Derbe, Timothy also, and Tychicus and Trophimus from the province of Asia (Acts 20:4, NIV). 

The reason I left you in Crete was that you might put in order what was left unfinished and appoint elders in every town, as I directed you. (Titus 1:5)

¹⁴ I thank God that I did not baptize any of you except Crispus and Gaius, ¹⁵ so no one can say that you were baptized in my name (1 Corinthians 1:14-15)

And the things you have heard me say in the presence of many witnesses entrust to reliable people who will also be qualified to teach others (2 Timothy 2:2).

Paul grew his people. 

Paul was hardly ever alone in his work; he always traveled with a team, sometimes as many as 8 others (Acts 20:4 mentions 7 plus Luke who was writing). What was his goal? He was deliberately growing people and strengthening his team. He selected people in whom he saw potential and then grew them into strong leaders.  He poured significant time and energy into writing detailed instructions to Timothy and Titus to help them grow as leaders.

Some leaders prefer to work alone and take pride in their personal achievements. Serving leaders, like Paul, grow others around them and boast that others are doing the work! 

Paul delegated authority and responsibility.

Paul continually delegated authority and responsibility to his team as fast as they were capable. He first baptized 2 or 3 in Corinth; then others did the rest. He first appointed elders in the churches; but later sent Titus to do the same in Crete. He sent Timothy to Ephesus, Corinth and Thessalonica. He empowered Titus to handle a significant financial contribution for the church in Jerusalem.

Some leaders believe that the only way to get something done right is to do it themselves. But serving leaders see the potential in others. They delegate power and authority and rejoice to see the work expand far beyond what they are able to do alone.

Paul prepared for sustainability and scalability.  

Paul’s vision was huge; he wanted to reach the world. He knew that he could not accomplish this alone and needed strong leaders to help him. He knew it would take much longer than his own lifetime to accomplish. So he grew others and delegated authority and responsibility. He challenged Timothy to pass it on to the next generation of leaders. By these actions Paul ensured that his vision would expand exponentially and continue on long after he was gone. We are a testimony to the success of his model.

Some leaders fail to reflect on what will happen after they are gone. But serving leaders turn the pyramid upside down and prepare their team to not only survive but to thrive for generations to come. 

For further reflection and discussion:

Am I willing to invest the time and energy that Paul did to model the way, encourage and train others to do the work I now do? How will this impact my leadership legacy?

What is my plan to grow the people I lead? Who on my team is ready for greater responsibility and authority? What is needed from me to make this happen?

What would happen today to my team if I was gone? Are they ready to thrive without me? If not, what is needed to prepare them for that time? Reflect on what happened when Paul was imprisoned for years and how his leadership model laid a foundation for continued growth without his presence. How can I prepare my team in the same way?

In addition to the scriptures used in this issue, read and reflect on how the following passages also illustrate how Paul acted to Upend the Pyramid: Acts 14:23, 18:18-26, 19:21-22;  1 Corinthians 16:10-11; 2 Cor. 8:16-24; Ephesians 4:11-13, 6:21-22; Philippians 2:19-30; Colossians 4:7-9; 1 Thessalonians 3:1-2, 6; 1 Timothy 1:3, Titus 1:5. 

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at a new series!

*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.

If you would like all five issues of this series on Paul, click here for a PDF copy.

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.

Successful leaders maintain a laser focus on the organization’s success and ensure everyone is aligned with accomplishing the mission. This is the third action of the Serving Leader Model®, Blaze the Trail (*see note). This action reflects what organizations do—their mission. Faith leaders, like Paul, see their organization as a part of God’s plan to make the world a better place so they have added reason to carry out the mission. Consider these verses reflecting Paul’s leadership:

¹⁵ Neither do we go beyond our limits by boasting of work done by others. Our hope is that, as your faith continues to grow, our sphere of activity among you will greatly expand, ¹⁶ so that we can preach the gospel in the regions beyond you. For we do not want to boast about work already done in someone else’s territory (2 Corinthians 10:15-16, NIV).

Therefore, since we are surrounded by such a great cloud of witnesses, let us throw off everything that hinders and the sin that so easily entangles. And let us run with perseverance the race marked out for us, (Hebrews 12:1. **see note).

Paul helped his team focus on the factors that were critical to the success of the mission.   

Paul clarified key success factors.

Paul’s mission was clear: to preach the gospel, especially in “the regions beyond” where there was no church. He defined both his objective and the geographical area in which he would focus. This was his unique contribution to the growth of the church. Every leader and every organization has a unique contribution to make to the world, a “special sauce” that makes their organization distinctive. Some leaders, especially founders, understand this intuitively but don’t know how to clarify this for their team. But serving leaders make these factors clear to everyone on their team. They are able to state with confidence, “These are the things that make us unique.”

Paul taught for success.

Paul calls his followers to “run with perseverance the race marked out for us…”  The markers along the way show the runners where to focus. Paul devoted his life to training others how to achieve the mission. Leaders who Blaze the Trail mark the path of success so that others can follow along behind them. They establish standard patterns of operation that can be taught to new team members.

Some leaders expect team members to figure out on their own how to succeed but serving leaders take time to teach what is needed. They are able to say with conviction, “These are the actions we take to succeed and this is how we do it.”

Paul removed obstacles to success.

Paul does not want anything to hinder the focus on the mission. He urges, “let us throw off everything that hinders and the sin that so easily entangles.”  Great leaders name the obstacles to success and do whatever it takes to remove them. They work hard to eliminate wasted time and energy. These obstacles may include lack of training, missing information or necessary equipment, distractions, unnecessary paperwork, wasted time and energy, etc. Some of these activities may be good things, but when they keep people from success, they need to be removed.  Some leaders press workers for success but do little to help them remove obstacles. But serving leaders aggressively look for and remove obstacles from their teams.  They are able to say with courage, “These things will keep us from success.”

 The world needs leaders who “blaze the trail” by showing their teams the way to success.

For further reflection and discussion:

-Do I clearly understand what makes my organization (department, team, etc.) uniquely special? If not, what will I do to clarify what brings us success? Who do I need to talk to? What questions will I ask them?

-How well does my team understand our mission? What can I do this week to remind them of the activities on which we need to focus? 

-How well do I teach my team what actions bring us success? How has this impacted my leadership capacity? In what ways can I strengthen the training processes with those I lead?  

-Take 10 minutes to reflect on waste in the organization you lead. What are the 3 main areas of waste? (See the short list of suggestions above for ideas). What will I do to remove them?  

-In addition to the scriptures used in this issue, read and reflect on how the following passages also illustrate how Paul acted to Blaze the Trail:   Acts 20:20-24; 26:19-20, 2 Timothy 2:2, 22-23; 1 Thessalonians 4:1-11; Philippians 1:27, 3:7-14; 17; 1 Corinthians 4:14-17, 11:1, 15:58; Colossians 1:28-29, 3:2; Galatians 2:7-8; and Ephesians 5:8.

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how Paul build teams based on strengths. 

*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.

**Note: It is not known if Paul was the writer of Hebrews although it was traditionally attributed to him. However, even if Paul was not the author, it was almost certainly written by a close disciple or associate of Paul and was in alignment with Paul’s leadership and teaching.

November 13, 2024

Paul’s description of a thriving body that grows and becomes stronger and stronger is a powerful image for any organization and a healthy model for any leader to follow.

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. We have already looked at the actions of clarifying and embedding the vision, values and mission and building teams on strengths. In this final issue, we focus on how serving leaders share their power with others. The Serving Leader Model® calls this “Upend the Pyramid” as this concept turns the traditional model of leadership upside down! Serving leaders spread their power.

Serving leaders spread the power by delegating.

Paul says that the work of the leaders is to “equip his [God’s] people for works of service.” Many leaders see their work as doing the work. They work hard and demonstrate how much they can do. They insist on doing the work themselves and want to keep all the power. But serving leaders realize that the work of leadership is to delegate power to others who are called to do the work. They recognize that they are in power to empower others. Their work is to serve those doing the work. They reflect on what tasks they are doing that others could do. Then they delegate that work to others and give them the corresponding authority.   

Serving leaders spread the power by equipping others.

Delegating releases power to others; equipping trains them to do the work well. Some leaders assign tasks to others but assume that they’ll learn how to do it on their own. But serving leaders spend more and more of their time equipping others. They recognize that as they grow others, they are developing other leaders not simply followers. As they do so they are also growing an organization where people thrive.

Serving leaders spread the power by preparing for succession.  

When leaders are spreading the power, growing and developing others around them, they are effectively preparing the organization for the time that they will no longer be in the leadership role. Some leaders work hard with little thought to what will happen after they are gone. But serving leaders prepare for the long-term success of their organization by delegating responsibility, sharing their power and equipping others to do the work. Little by little the organization becomes mature and able to thrive even in their absence. Where leaders spread the power people thrive!

For further reflection and discussion:

-Reflect on your own leadership in the areas of delegation and empowering others. How effectively does my leadership release power? How does my leadership in this area impact the thriving of our team?

-When is the last time I delegated something to others? Was it primarily to develop them or to avoid doing the work myself? Did I clearly articulate what I expected from them and what level of authority I was giving them? What was the result and what can I learn from it?

-How much of my time is spent doing the work and how much time is spent equipping others to work? What can I do to increase the time I spend on equipping others?  

-What would happen in my organization if I was suddenly gone? Would it survive? Thrive? What does this say about my leadership and what can I do to better prepare for the time I will be gone?

-Read again the scripture above (Ephesians 4:11-16) considering your organization in the area of empowering others. 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 look at a new series!

Click here for a resource from Center for Serving Leadership to help you in this area: UTP Empowerment Planner Complete A4 v.17

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.