Speaking the truth patiently requires balance.

Truth needs to be expressed, but patience requires a willingness to wait. The two must be balanced to speak truth in love. Some leaders may be so “patient” that they never actually speak the truth!

More often, leaders may want to just get the truth out too quickly. They quote Jesus’ words, “Then you will know the truth, and the truth will set you free” (John 8:32).And they reason, “The sooner this person knows the truth, the better!” But speaking truth with patience requires balance. Servant leaders learn that they need to wait for the right time to speak the truth.

Speaking truth with patience may mean waiting until the person is ready for the truth. There may be a situation that requires waiting for a person to change so they are open to hear the truth. Sometimes speaking the truth in the presence of other persons may bring shame to the person instead of encouraging change. Servant leaders recognize that without patience, truth will not “set you free.” They are willing to wait for the right time to speak the truth. They recognize that love for the person is as important as love for the truth.

Speaking the truth patiently reveals maturity.

Immature leaders rush to speak the truth with little thought to timing. Truth often seems more urgent to proclaim than it really is. As leaders mature, they allow the fruit of patience to develop in their lives and sometimes choose to wait to speak the truth. They allow time for God to shape their own heart which may reveal a wrong motive. Mature leaders realize that not everyone is ready for truth at the same time and they are willing to wait with patience. Servant leaders wait for the right time, the right context, and the right motive.

Speaking the truth patiently reflects Jesus.

Jesus, a master leader, was able to wait for the right time to speak truth. He knew that Peter would deny him and spoke that truth to Peter in the upper room during the Passover meal (Luke 22:34). Later, Jesus was arrested, and Peter followed him to the courtyard of the High Priest where he denied knowing Jesus three times.

⁶⁰Peter replied, “Man, I don’t know what you’re talking about!” Just as he was speaking, the rooster crowed. ⁶ The Lord turned and looked straight at Peter. Then Peter remembered the word the Lord had spoken to him: “Before the rooster crows today, you will disown me three times.” ⁶²And he went outside and wept bitterly. (Luke 22:60-62)

As Peter finished his third betrayal, Jesus turns and looks at Peter. What was the truth in this situation? Peter had failed and betrayed His Lord. Many leaders would quickly speak the truth, “I told you that you would fail!”

But what does Jesus say? Nothing! Jesus was patient. He knew that this was not the right time to speak the truth. Peter needed time to weep and reflect on his actions.

Later, Jesus would come back to Peter and gently restore him by asking three times, “Peter, do you love me?” Then He called Peter to take care of “my sheep” (John 21:15-19). There was a time for truth, but Jesus spoke it only after waiting patiently.

Like Jesus, servant leaders learn to speak truth…patiently!

Until next time, yours on the journey,

Jon Byler

For further reflection and discussion:

• What is my natural tendency, to speak “truth” or to be “patient”? What is the result in my leadership?
• When have I spoken truth, but not with patience? What was the result in my own life and in the life of the person to whom I spoke? What would have been a better time to speak truth?
• Can I think of another time when Jesus waited patiently to speak the truth? What can I learn from His example?

Copyright, Global Disciples 2019.

As Joseph interprets the dream of the cupbearer he sees a glimmer of hope for his own life and asks for a favor in return. “Within three days Pharaoh will lift up your head and restore you to your position, and you will put Pharaoh's cup in his hand, just as you used to do when you were his cupbearer. But when all goes well with you, remember me and show me kindness; mention me to Pharaoh and get me out of this prison. For I was forcibly carried off from the land of the Hebrews, and even here I have done nothing to deserve being put in a dungeon" (Genesis 40:13-15). At last something positive seems to be happening and there is a glimmer of hope for Joseph’s dream. Finally, there is someone who will soon be in a position to help him! But Joseph’s hope was soon crushed. The chief cupbearer, however, did not remember Joseph; he forgot him (Genesis 40:23). Imagine Joseph’s hope on the day the cupbearer left prison. He imagined the cupbearer talking to the king on his behalf and waited for a knock on the prison door. Nothing happened the first day. Joseph probably thought that the cupbearer was waiting for a good moment to tell the king about him. But then a week went by, then a month, six months, a year and finally two years! Joseph learned that he could not trust in others to accomplish his dream; he needed to trust in God. Many dreamers see someone and think, “That’s the one! They have the money I need or the ideas I need to make my vision become a reality. They have the influence or the power. They will make my dream come true!” Joseph’s story teaches us that servant leaders learn to trust in God, not in others, to accomplish their dream.

Servant leaders learn to trust God’s program.

Joseph thought something would happen soon! But for two more painful years, he waited. Nothing seemed to be happening. God often seems to operate on a different timetable than we do! His program does not seem to go according to the timing we prefer. But as the author of time, He knows what He is doing and servant leaders learn to trust His timing. All leaders long to see their dream come to pass but servant leaders learn that sometimes God’s timing is not the same as theirs.

Servant leaders learn to trust God’s people.

Joseph thought he had identified the person that God would use to help him out but was soon disappointed. For Joseph, the cupbearer finally would help him. But first Joseph needed to learn to trust God to bring the right person and the right time together. All leaders look for people to help achieve their dream but servant leaders learn to trust God to bring the right people at the right time. They trust in God to bring the people rather than their own wisdom about who should be involved.

Servant leaders learn to trust God’s processes.

The dream of the cupbearer came to pass in three days but Joseph’s dream took years! God had more lessons for Joseph in these two years. God wanted Joseph’s trust to shift from men to Himself. He was teaching Joseph perseverance and patience, while strengthening his faith. It must have been difficult for Joseph to accept that God would use a different process for him than with the cupbearer. Through all the years that it took for Joseph’s dream to come to reality, God was at work in the process and timing. Servant leaders learn to trust that God is in control of the processes He uses to accomplish the vision.

Joseph teaches all servant leaders to accept His timing and methods as better than their own wisdom. Servant leaders trust God, not others, to bring the dream to pass.

For further reflection and discussion:

• Have I experienced frustration because my dream was not accomplished as quickly as I thought it would? What does Joseph’s story teach me about God’s timing?
• Who have I been focused on that I believe can help me accomplish my dream? Have I been putting my trust primarily in this person(s) or in God? What does Joseph teach me about who I am trusting?
• When my dream seems to be delayed, what does God want to teach me? In what ways have I learned the lessons and in what ways have I failed to learn? Is there any step God is inviting me to take this week to trust Him with the process?

Josephs’ dream was born when he was a young man, 17 years old. Joseph had a dream, and when he told it to his brothers, they hated him all the more. He said to them, "Listen to this dream I had: We were binding sheaves of grain out in the field when suddenly my sheaf rose and stood upright, while your sheaves gathered around mine and bowed down to it." His brothers said to him, "Do you intend to reign over us? Will you actually rule us?" And they hated him all the more because of his dream and what he had said. (Genesis 37:5-8).

Joseph, like every leader, had a dream about the future; he could see what was going to happen. He may have thought I’ll be someone great. I’m going to be a leader and people will follow me! A dream was born and he was excited! But when he shared it with his brothers and later a second dream with his father it did not go well. Joseph believed that communicating his dream would help others to follow but at this point in his leadership he had many things to learn.

Communicating the dream requires the right heart.

It appears at this point that Joseph’s dream was all about himself. He could only see his brothers bowing down to him. His dream was about himself. His heart and motives were not yet right. Many leaders have a dream but it is all about themselves and how they will benefit from the dream. Servant leaders learn that God’s dreams are always about blessing others and accomplishing His purposes in their world. This happened much later for Joseph when he realized that God’s purpose for the dream was not to make him great, but to save his family (Genesis 45:5).

Communicating the dream requires the right hearers.

Joseph’s dream involved his brothers and father so he assumed that they were the people who needed to know. He believed others would share his enthusiasm for his vision of the future. But Joseph’s brothers already hated him and they could not accept the dream. Servant leaders carefully consider who should hear the dream. They are careful not to share their dream with persons who will kill it but those who will prayerfully help shape it. Servant leaders often choose to share their dream privately with a few before sharing it with others. Servant leaders focus on relationships before they share their dream.

Communicating the dream requires the right hour.

Joseph had a dream and shared it quickly with his brothers but the time was not yet right. Joseph shared his dream before he had time to understand the meaning or purpose of the dream. He had not taken time to search his heart for hidden motives or to consider the impact of his dream on others. He shared the dream at a time that family relationships were already difficult and the dream made things worse. Like many leaders he learned that dreams which are shared too quickly often fail to get support from those who will follow. Servant leaders choose to wait for the right time to share the dream. They prayerfully seek God’s timing and often need to wait for the right time to communicate their vision.

Joseph’s dream was accurate and it was from God but he didn’t do well in communicating it to others. Fortunately for him and for us God would keep working with him until the dream came to pass!

Until next time, yours on the journey,

Jon Byler

For further reflection and discussion:

• What is the purpose of my dream? Have I seen my dream in light of what it will do for me or how I can serve others through it?
• If I have not yet shared this dream with others, who are the persons with whom I should share first? Who should I not share with now?
• When is the right time to share my dream? Do I have the level of relationships established with others that can support the dream? If not, what can I do to strengthen those relationships?
• Have I had an experience where I shared a dream but it was not well received by others? What can I learn from Joseph’s experience that can help me in the future?
• Joseph made mistakes but God continued working with him. How does this encourage me to keep moving forward and growing?

In the next issue, we’ll examine the death of Joseph’s dream.

Copyright, Jon Byler 2017.

In the last issue we examined when it is time to sow or plant. There is a time to plant and a time to harvest. Every farmer plants with the expectation of a harvest to come. Every leader plants with the anticipation that there will be a time when they will reap the fruit of their labor. Paul encourages servant leaders to look forward to a time of harvest in his letter to the Galatian church. Do not be deceived: God cannot be mocked. A man reaps what he sows. The one who sows to please his sinful nature, from that nature will reap destruction; the one who sows to please the Spirit, from the Spirit will reap eternal life. Let us not become weary in doing good, for at the proper time we will reap a harvest if we do not give up. Therefore, as we have opportunity, let us do good to all people, especially to those who belong to the family of believers (Galatians 6:7-10). Paul informs servant leaders to expect a harvest when they have done three things well.

It’s time to harvest when we have planted carefully.

A good harvest is dependent on proper planting. Good seeds will produce a good harvest while bad seeds will result in the wrong results. A leader who plants “to please his sinful nature” cannot expect a good harvest. Servant leaders recognize that motives are as significant as actions. If they work hard to achieve a vision that is selfish they cannot expect God’s blessing on the results. The external actions may be good but the motives are wrong. A business leader whose primary goal is to make money cannot expect a spiritual harvest. A church leader who is most concerned about building a name for themselves cannot expect God’s blessing on the results. It may take a long time before the results are evident, but servant leaders carefully examine what they are planting before they expect positive results.

It’s time to harvest when we have plowed continuously.

Planting is always the first step but every farmer carefully tends the crop as it grows. The farmer doesn’t sit around and simply watch the crop grow. Instead he weeds, plows, and waters as needed to ensure a harvest. Paul refers to this as the “doing good” which comes before the time of reaping. Servant leaders continually examine their own lives to discover “weeds” that need to be removed, attitudes that need to be changed, or motives which are wrong. They observe what is happening in their own hearts as well as those around them. They are willing to do the hard work of “plowing” to remove anything that hinders a good harvest. Servant leaders pay careful attention to the condition of the crop recognizing that some areas may need additional water or fertilizer. They work with God to strengthen the crop in their hands and acknowledge that this is a continuous process, not a one-time event.

It’s time to harvest when we have persevered courageously.

Paul promises that “at the proper time we will reap a harvest if we do not give up.” When the right seeds have been planted and the crop has been properly tended, the harvest is only a matter of time. In the realm of leadership, we may not always know how long it will take but perseverance is always needed before the harvest. Servant leaders recognize that they cannot control the timing of the harvest, but they can courageously persevere! They do not allow setbacks or delays to make them give up. They anticipate the harvest, but they do not try to force it to happen.

Every leader looks forward to harvest time! Servant leaders focus on doing what they can do, planting the right seeds and nurturing the crop. The expectation of the harvest keeps them going. May you experience the joy of the harvest in your own leadership.

For further reflection and discussion:

• What “seeds” have I been sowing as a leader? Will these “seeds” produce the results I desire?
• Have I experienced any “harvest” in my leadership which is not what I wanted to see? If so, what does that indicate about the seeds I planted?
• What are my motives for accomplishing my vision? Are they primarily about me or about accomplishing God’s purposes in my leadership? What harvest will my current motives produce?
• What are the “weeds” that have grown up in my own life and leadership? What will it take to “plow” or remove these hindrances to a good harvest? What kind of leader am I becoming? What is the condition of those around me who are also working with me towards a harvest?
• In what ways am I tempted to give up the work of planting and plowing as a leader? How does the anticipated harvest keep me going?

The writer of Ecclesiastes, in the passage on timing, says that there is “a time to plant” (Ecclesiastes 3:2). Farmers know that there is a time for sowing seeds in anticipation of a harvest. Leaders also recognize the value of sowing. Leaders “sow” ideas in their own minds and plant them in the minds of others. They invest time and energy in a vision or dream that God is calling them to pursue long before they see results. They do not sit around and dream of a harvest, they sow strategically. Servant leaders realize that these seeds will take time to develop but they sow carefully and deliberately. They are willing to invest in the present with the hope of a future harvest. Isaiah uses the analogy of farming to teach servant leaders important lessons on when it is time to sow. When a farmer plows for planting, does he plow continually? Does he keep on breaking up and harrowing the soil? When he has leveled the surface, does he not sow caraway and scatter cummin? Does he not plant wheat in its place, barley in its plot, and spelt in its field? His God instructs him and teaches him the right way (Isaiah 28:24-26).

It’s time to sow when the season is proper.

No farmer would waste seed by planting in the wrong season. There is a growing season in every climate which determines the best time for planting. The farmer starts plowing soon before the time of planting. Leaders watch the seasons. They observe changes that are happening around them. They see and seize opportunities that unfold. As they observe what is happening they realize it’s time to invest in a future harvest. For a business leader the investment may be in a new product or service. A church leader may see the migration of a people group towards his location and recognize the opportunity to sow now for a future harvest. Servant leaders look ahead and realize that now is the season to sow.

It’s time to sow when soil is prepared.

The farmer plows before planting to prepare the soil. For leaders this preparation is a time to think and plan, listen to God’s voice, and get the vision clear. This is a time for leaders to invest much in their own growth and development. This preparation happens quietly, out of the limelight but is critical for a good harvest. Servant leaders carefully prepare themselves before sowing.

It’s time to sow when the seed is planned.

Isaiah mentions several different types of seeds, each carefully chosen by the farmer. They consider the soil conditions and desired outcome. They plant a variety of seeds, knowing that some crops will do better than others but not always knowing which one will grow the best. They plant different seeds, not knowing which will be the most productive. They plant wisely, but generously! Farmers, and servant leaders, plan before sowing!

It’s time to sow when the sower is perceptive.

Isaiah says that it is God who guides the farmer and teaches him. Servant leaders must be perceptive to what God is saying before they will be able to know that it’s time to sow. Servant leaders seek God’s insight to determine the season they are in. They ask for His help in preparing the soil and knowing what seed to plant. They seek His guidance on the plan of action. When they know these things, they realize it’s time to sow and they invest much time and energy into planting.

Servant leaders sow carefully and wisely. They examine the season and prepare themselves. They plan properly and listen prayerfully. They don’t expect an immediate harvest; they understand this is a time for sowing. If you are in a season of sowing, plant well…harvest time is coming! We’ll look at the time to harvest in the next issue.

For further reflection and discussion:

• What is the anticipated harvest in my leadership? (When you have a clear picture of what your desired outcomes are, consider the following questions on sowing or planting.)
• What season am I in as a leader? What do I see around and ahead that indicates the season that I am in? Is this a season in my leadership in which I should focus on planting?
• What needs to be prepared in my leadership before planting can take place? Have I clarified my own vision? What has God called me to do? Do I have a clear sense of my own strengths and weaknesses? Do I have a good plan for my own personal growth as a leader?
• Before I invest my time and energy, have I planned well? What are the ‘weeds’ that might destroy my plan? Have I considered other options? Am I investing with enough diversity so that even if one does not produce; another can succeed?
• Am I perceptive to how God is guiding me before I sow? How have I confirmed His direction? What do I need to do to move with confidence that He is guiding me?

Leaders never quit, right? Wrong! Great leaders know when it’s time to persevere but they also know that there is a time to quit! Moses learned this lesson from his father-in-law. The next day Moses took his seat to serve as judge for the people, and they stood around him from morning till evening. When his father-in-law saw all that Moses was doing for the people, he said, "What is this you are doing for the people? Why do you alone sit as judge, while all these people stand around you from morning till evening?" Moses answered him, "Because the people come to me to seek God's will. Whenever they have a dispute, it is brought to me, and I decide between the parties and inform them of God's decrees and laws." Moses' father-in-law replied, "What you are doing is not good. You and these people who come to you will only wear yourselves out. The work is too heavy for you; you cannot handle it alone. Listen now to me and I will give you some advice, and may God be with you. You must be the people's representative before God and bring their disputes to him. Teach them the decrees and laws, and show them the way to live and the duties they are to perform. But select capable men from all the people– men who fear God, trustworthy men who hate dishonest gain– and appoint them as officials over thousands, hundreds, fifties and tens (Exodus 18:13-21).

We often see this story as one that teaches about delegation and it is. But it is more than that. It is about Moses needing to make tradeoffs which every leader must make. It was time for Moses to quit doing some things he was doing! When is it time to quit?

It’s time to quit when the good keeps you from the best.

Moses was serving the people as a judge. That’s a good thing! But Jethro said, “What you are doing is not good!” This good act of service kept Moses from doing the best. Jethro reminded him that his calling was to represent the people to God. Only Moses could do this and it was the best thing he could do. To change from the good to the best, Moses needed to quit some things. He needed a tradeoff; quit the good to focus on the best. Servant leaders are willing to give up to go up. They are willing to quit the good to focus on the best.

It’s time to quit when you are doing work others should do.

Moses was doing a good job but Jethro reminds him that there are other “capable men” who could do what he was doing, especially judging the easier cases. Moses work was actually hindering the growth and development of these men! Moses needed to quit and allow them to learn to lead. Servant leaders are willing to quit what they do well for the sake of the growth of their team. They look for things that are not in their area of strength or gifting and pass them on to others. They also look at things they do well, but which others could also do well. They quit so others may begin!

It’s time to quit when you are sacrificing your health for the work.

Jethro saw that Moses’ was wearing himself out! He was working from early morning to late in the evenings. Some would have applauded his sacrifice, but Jethro tells Moses that it’s time to quit! Servant leaders know that it’s time to quit when they are sacrificing their health for the work.

Servant leaders reflect on Moses’ example. They look for things they are currently doing which are outside their gifting, strengths or calling and they quit! They look for good things which keep them from their best and they quit those things! And when they recognize their bodies are suffering from the work, they find something to quit! What do you need to quit so you can move forward in your leadership?

For further reflection and discussion:

• If Jethro was to watch me lead for a day, what might he tell me to quit?
• Are there good things that I am doing which keep me from the best? What are the things which only I can do on my team? What things do I need to quit to focus on these?
• What things am I doing which others on my team could do? What keeps me from empowering them?
• Are there ways that I am sacrificing my physical, mental or emotional health for my work? What do I need to quit to find a healthy balance?

No one loves to lose! No leader intends to lose. It’s hard to accept loss, but there are some times that it is best to accept a loss and move on. King Amaziah learned this leadership lesson at the young age of 25. Amaziah called the people of Judah together and assigned them according to their families to commanders of thousands and commanders of hundreds for all Judah and Benjamin. He then mustered those twenty years old or more and found that there were three hundred thousand men ready for military service, able to handle the spear and shield. He also hired a hundred thousand fighting men from Israel for a hundred talents of silver. But a man of God came to him and said, "O king, these troops from Israel must not march with you, for the LORD is not with Israel– not with any of the people of Ephraim. Even if you go and fight courageously in battle, God will overthrow you before the enemy, for God has the power to help or to overthrow." Amaziah asked the man of God, "But what about the hundred talents I paid for these Israelite troops?" The man of God replied, "The LORD can give you much more than that." So Amaziah dismissed the troops who had come to him from Ephraim and sent them home. They were furious with Judah and left for home in a great rage. Amaziah then marshaled his strength and led his army to the Valley of Salt, where he killed ten thousand men of Seir. (2 Chronicles 25:5-11). In one of his first actions as a leader, Amaziah spent an enormous amount of money to hire men to help him fight. By some estimates, the value of 100 hundred talents was close to 2 million dollars! No leader wants to lose that amount of money. But Amaziah teaches servant leaders that there is a time to accept a loss and change directions.

Accept a loss when the direction is wrong.

Amaziah was moving in the wrong direction. The prophet warned him that he was heading in the wrong direction. Servant leaders acknowledge that no matter what they have invested in a goal if it is the wrong goal, it is time to accept the loss and move in another direction. If you have already moved too far in the wrong direction, don’t keep investing time and energy, it’s time to accept the loss and change. Accept the losses that come with that decision. Stubborn leaders refuse to turn around; servant leaders are willing to accept a loss to move in the right direction.

Accept a loss when the outcomes are wrong.

For Amaziah to continue moving in the direction he was heading would have been disastrous. He would lose the battle he wanted to win and his investment would not produce the results he wanted. Many leaders keep doing things that do not produce results because they are not willing to pay the price of change. They continue to invest in programs, activities or ideas that are not productive. Servant leaders accept a loss when the outcomes do not warrant continued investment.

Accept a loss when the assumptions are wrong.

Amaziah assumed that he could not win the battle with the men he had and it seemed reasonable to hire more. But in this case, his assumption was wrong! Some leaders press forward assuming their assumptions are right. But servant leaders ask hard questions about their assumptions. They ask if they have all the information they need or if they based any part of their decision on an assumption that may be wrong. When servant leaders find their assumptions were wrong they accept the loss and change directions quickly.

Is it time for you to accept a loss and make a change? Or do you need to persevere? Use the questions below to guide your decisions.

For further reflection and discussion:

Read the whole story in 2 Chronicles 25. Reflect on whether Amaziah learned his lesson well or not. What was the continued cost he paid for his decision to hire more troops? What do his actions reveal about his heart? What more can I learn from his leadership?

Think of a current situation you are facing in your life or leadership in which you have or will invest significant time, energy or resources. Is it time to accept the loss and move in a different direction or to persevere? Reflect on the following questions

1. Is my direction the right direction?

• How can I confirm that it not only seems right to me but it is right to God?
• Does my goal bring glory to God or is it for my glory?
• What are my true motives for moving forward?
• Who can I talk with that can help guide me in discerning this issue?

2. What are the outcomes of this direction?

• If the outcomes are still in the future, do the outcomes warrant the amount I will invest in the goal?
• If I have been moving in this direction for some time, what results have I seen?
• Are there other activities or programs in my organization or church that are not producing the needed results? How do I measure the results? Am I willing to pay the price of changing them?
• What would be the cost of changing directions? (Consider not only financial cost but the cost in relationships, time, momentum, etc.)

3. What assumptions have I made about this direction?

• How can I test whether these assumptions are true or false?
• How would I know if these assumptions are incorrect?
• Are there alternative solutions to the problem I seek to solve which I have not considered?
• Who can help me see my own blind spots on this issue?

Every leader has a vision for the future but many visions fail because the leader shares them at the wrong time. Some share it too early before it is ready while others wait too long and the opportunity passes by. The best leaders, like Nehemiah, have a sense of timing that allows them to know when it’s time to share the vision. Nehemiah had a vision to rebuild the wall in Jerusalem and already had the king’s permission. He traveled several months to get there and I’m sure he was eager to begin right away. But he waited before sharing the vision until the time was right. I went to Jerusalem, and after staying there three days I set out during the night with a few men. I had not told anyone what my God had put in my heart to do for Jerusalem. By night I went out, examining the walls of Jerusalem, which had been broken down, and its gates, which had been destroyed by fire. There was not enough room for my mount to get through; so I went up the valley by night, examining the wall. The officials did not know where I had gone or what I was doing, because as yet I had said nothing to the Jews or the priests or nobles or officials or any others who would be doing the work. Then I said to them, “You see the trouble we are in: Jerusalem lies in ruins, and its gates have been burned with fire. Come, let us rebuild the wall of Jerusalem, and we will no longer be in disgrace.” I also told them about the gracious hand of my God upon me and what the king had said to me. They replied, “Let us start rebuilding.” (Nehemiah 2:11-18, portions).

It’s time to share vision when you perceive the need.

Until this time, Nehemiah’s vision was based only on verbal reports from Jerusalem. He needed a first-hand look at the wall to understand the need. He did this at night, not wanting a crowd before it was time to share the vision. He saw the rubble and the place where his horse could not get through. Servant leaders want to see the need clearly before they share the vision. They wait to share until they understand the challenge.

It’s time to share vision when you have passion for the need.

As Nehemiah looked at the situation, his passion for building the wall increased. Finally, it was burning in his heart and became his problem. He said, “You see the need we are in.” Servant leaders talk about problems “we have,” not problems “you have!” It’s time to share the vision when the problem belongs to you and you have passion for meeting the need. Servant leaders don’t share the vision until their heart is filled with passion.

It’s time to share vision when you have a plan to meet the need.

Before Nehemiah left the king, he had a general plan of action. But now as Nehemiah was guiding his horse through the rubble, the plan for building the wall was taking shape in his mind. How many people were needed? Where were the challenging locations? What obstacles would arise? He knew it was not time to share the vision before he had a clear plan. Servant leaders don’t share the vision until they are ready to call people to action.

It’s time to share vision when you have the people to meet the need.

Nehemiah looked carefully at the people. He took a very small group with him for the ride at night. But he also saw others and he knew they “would be doing the work.” But they did not yet know him and it was not time to share the vision before they trusted his heart. He knew relationships would make the vision become reality. When he shared his story and called for action, they were ready to follow. Servant leaders recognize that before they can ask people for a hand, they must reveal their heart. Then it’s time to share the vision.

Nehemiah took time to share his vision but did it well and the wall was built!

For further reflection and discussion:

• What was a significant vision I have shared in the past? Did I choose the timing to share the vision well? What was the result and what can I learn from that experience?
• What is the result if I share vision before I fully understand the problem? What can I do to make sure I am seeing the issue clearly?
• When is a time I shared a vision (or observed someone else) that did not work? Was the failure related in any way to incorrect timing in sharing the vision? If so, what would have improved the timing?
• What happens if I share vision before I am passionate about the problem?
• What is the result if the vision is shared before the plan of action is ready?
• How can I involve others in helping to shape the vision and still keep the timing right?
• Is there a vision emerging in my leadership right now? How can I apply the principles from Nehemiah to help find the right time to share this vision?

Encouragement is always needed and usually greatly appreciated. But servant leaders also recognize that there is a time to confront. One of the best-known confrontations in scripture happened when God called the prophet Nathan to confront King David who had committed adultery and murder. Nathan first tells the king a story of a rich man who took advantage of a poor man and David instinctively reacted with anger towards the wicked action. Nathan responds “You are the man! Why did you despise the word of the LORD by doing what is evil in his eyes? You struck down Uriah the Hittite with the sword and took his wife to be your own. You killed him with the sword of the Ammonites. Now, therefore, the sword will never depart from your house, because you despised me and took the wife of Uriah the Hittite to be your own.' Then David said to Nathan, "I have sinned against the LORD." Nathan replied, "The LORD has taken away your sin. You are not going to die. But because by doing this you have made the enemies of the LORD show utter contempt, the son born to you will die" (2 Samuel 12:7-15, portions). Most of us will never need to confront a king, but Nathan’s example shows all servant leaders how to confront an employee, friend, or colleague.

When it’s time to confront do it carefully.

Nathan’s confrontation shows a lot of care. First, there was a clear wrong. In this case, God revealed to Nathan the wrong. Servant leaders choose the time to confront carefully making sure that there is an obvious wrong that needs correction. This may be a moral issue as it was with King David or it may be a wrong attitude or action. Secondly, Nathan’s use of a story showed that he had thought carefully about what to say to King David. His confrontation was not an impulsive reaction to a wrong. It was carefully planned to provide the best chance of success. No one enjoys being confronted. Servant leaders recognize that it is time to confront when there is a clear wrong. They confront as carefully as possible with a genuine desire to serve the one being confronted.

When it’s time to confront do it courageously.

Confronting a king was a quick way to hasten your own funeral! God’s command likely helped Nathan have courage, but I suspect that he knocked on the door with some degree of fear. Still, he confronted courageously. Many leaders realize that confrontation is needed but they don’t have the courage to act. They may fear the loss of the relationship or an inappropriate response. They may wait, hoping that the issue will be resolved without confrontation. But when it’s time to confront, servant leaders act courageously. They recognize that failure to act courageously never helps the other. Their love for the person who needs correction and their understanding of the reason God called them to leadership overcomes their fear.

When it’s time to confront do it constructively.

Nathan’s purpose in the confrontation was to bring King David to repentance. Thankfully, David did respond with a repentant heart although there were still enormous consequences to his sin. Nathan’s only purpose for confrontation was to help David. Servant leaders do not confront out of anger or a desire for revenge. They don’t confront to embarrass or shame. They know it’s time to confront when it will help the other person grow and develop. Their purpose is constructive and they serve by confronting.

Confrontation may be one of the most difficult and painful tasks of leadership. But servant leaders follow Nathan’s example and serve by confronting. When it’s time for you to confront, do it carefully, do it courageously, and do it constructively.

For further reflection and discussion:

• Reflect on the following scriptures which relate to confrontation. (2 Chronicles 26:16-19; Matthew 18:15-17; Galatians 2:11-14; 6:1; 1 Corinthians 5:1-5) Write down what you learn from these examples and instructions.
• What is my natural tendency when it comes to confrontation? Do I do it without careful thought? Do I have the courage to do it whenever needed? Do I do it for the good of that person?
• Reflect on a recent time you confronted someone, or when you should have. What did I do well? What could have been done better? How well did I follow the principles demonstrated by Nathan?
• Are there any relationships or situations currently which need confrontation? What is my plan of action?

Think of a person who has encouraged you in your life. How has the encouragement you received helped you to continue on?

Everyone needs encouragement, even leaders. Servant leaders recognize that there is a time to encourage others and they deliberately work to meet that need. When it comes to encouragement, there is never a time to shut up! Two verses from the writer of Hebrews help us reflect on the power of encouragement. But encourage one another daily, as long as it is called Today, so that none of you may be hardened by sin's deceitfulness. Let us not give up meeting together, as some are in the habit of doing, but let us encourage one another– and all the more as you see the Day approaching (Hebrews 3:13; 10:25).

Servant leaders consider these verses and find time to encourage others in three ways.

It’s time to encourage deliberately.

Both of these verses use the command “encourage one another.” Since it is a command encouragement is within our power to do. No leader should say, “I can’t encourage others.” It may or may not come easily for your personality, but no leader is exempt from the command to encourage others. A command also means that we need to be deliberate about obedience. Find a way to make it a part of your daily or weekly agenda. You may choose to write a note of encouragement to someone on a weekly basis. You may choose to speak a daily word of encouragement to your spouse or child. You may need to set a reminder on your phone or put a note in your calendar to deliberately build this habit in your leadership. Do it deliberately! Servant leaders are deliberate about encouraging others because they recognize that people need encouragement and they are willing to meet this need. For a servant leader, this is not an act of manipulation; it is a means of serving another by bringing out the best in that person.

It’s time to encourage daily.

“Encourage each other daily…” Encouragement is not something servant leaders do on a yearly or monthly basis; it is to be a daily part of their leadership. Servant leaders acknowledge that people need regular doses of encouragement. They gladly serve others by daily providing encouragement. There are times when correction is needed but even then, a servant leader will gently encourage the person to move in the right direction. If you are not sure if it is time to encourage someone, consider the verse which says we should encourage others “as long as it is called today”. So, if it is today as you read this, it’s time to encourage someone! Servant leaders make encouragement a daily habit.

It’s time to encourage doubly.

The writer indicates that as we move closer to the end of time encouragement should be done “more and more.” To a daily dose of encouragement servant leaders add more. Why? Because no one gets too much encouragement and there is no danger of an overdose! Servant leaders want to bring out the best in others and see their team continually move forward. So they increase the amounts of encouragement. They look for ways to recognize and reward outstanding efforts of those on their team. As they do so servant leaders build a culture of encouragement on their team that produces great rewards.

Be encouraged! Your efforts to be a servant leader like Jesus will reap a reward. Don’t give in to doubt and discouragement. Keep up the fight. Your work in the Lord is not in vain. Be encouraged, and pass it on, it’s time to encourage someone right now!

For further reflection and discussion:

• Does my team see me as an encouraging person? Why or why not?
• Am I consistent with my encouragement in different environments, for example at work and at home? If not, why not and what needs to change?
• Does my culture make it easy or difficult to encourage others? How does this impact my leadership? What would Jesus do to encourage others in my context?
• Is my ability to encourage others growing over time? Have I taken steps to be deliberate about encouraging others? Have I progressed to be able to do it daily? Can I increase to “more and more”?
• Who around me needs encouragement today? What can I do to meet that need?
• As a leader, I am called to encourage others. What do I do to stay encouraged myself so that I can serve others by encouraging them?