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.

Jesus invested time and energy to instill His values in the lives of His disciples. His first formal teaching, the Sermon on the Mount, begins with a list of values:

He said: ³“Blessed are the poor in spirit, for theirs is the kingdom of heaven. ⁴Blessed are those who mourn, for they will be comforted. ⁵Blessed are the meek, for they will inherit the earth. ⁶ Blessed are those who hunger and thirst for righteousness, for they will be filled. ⁷ Blessed are the merciful, for they will be shown mercy. ⁸ Blessed are the pure in heart, for they will see God. ⁹ Blessed are the peacemakers, for they will be called children of God. ¹⁰ Blessed are those who are persecuted because of righteousness, for theirs is the kingdom of heaven (Matthew 5:3-10, NIV.)

Jesus begins His teaching, not with commandments for living but with values to practice. He wanted the values of His followers to align with His. His example guides serving leaders to clearly establish the values of the organization in ways that produce flourishing.

Values alignment brings flourishing by guiding actions.

The values Jesus described were not just great theories, they were meant to guide actions in daily life. He was focused on shaping behavior. Every organization chooses what actions are accepted and important. When done with intentionality and careful thought as Jesus did, this produces alignment and flourishing. Everyone understands what actions are expected and which ones are not.

Some leaders assume that people will find a good way to live and act while they are together without additional direction from the leader. But serving leaders carefully communicate the values in ways that guide the actions of those they serve.

Values alignment brings flourishing by setting standards.

The explicit list of values Jesus shared with His disciples set the standard for how they were to live. His values made it clear what behaviors were acceptable and at the same time clarified what behaviors were not acceptable. On several occasions He corrected them when their values did not represent His kingdom. He understood that values set the standard and everyone needed to be held accountable to live by the standard.  He brought alignment by clearly setting the standards and holding everyone accountable to them. He understood that what leaders tolerate teaches values faster than what they articulate.

Some leaders expect that a list of values on the wall is sufficient to set the standard. But serving leaders talk about the values often and hold themselves and everyone else accountable to keep the standards that have been set.  They work deliberately to get the values off the walls and into the hearts of their people.  

Values alignment brings flourishing by shaping culture.

It was the expectation of Jesus that His followers would live out a new way of living and in time develop a new culture that reflected His priorities. Likewise, an organization that clarifies and lives out the values of the organization will develop a culture shaped by those values. Culture becomes powerful when everyone involved can say, “This is the way we do things here.” This becomes the foundation of a flourishing organization.

Some leaders allow their organizational culture to be shaped without intention. But serving leaders leverage the power of values to shape a healthy culture in which people flourish and the organization thrives.

For further reflection and discussion:

Reflect on your own leadership journey in relation to how clearly you have aligned values in your organization. On a scale of 1-10 (10 is perfect) how would you rate your own leadership in this area? What has been the result in your leadership?

In my organization are values expressed by default or by design? What can I do this week to more intentionally talk about the values which are important to my organization?

Is there someone I know on my team that is violating one of our values? What will I do to address this issue?   

Do those I lead understand our values well enough to articulate them and help hold each other accountable? What can I do to strengthen this element of our organization?

In addition to the scripture used in this issue, reflect on the following verses from the life of Jesus:  Matthew 26:51-52; Mark 10:41-45; Luke 9:51-55, 10:17-20, 22:24-27; John 13:1-17. What additional insights do you find?              

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at the next element of a flourishing culture: Mission Focus

 After a great victory over the city of Jericho, Joshua sent a few of his troops to the small city of Ai, expecting an easy victory. Instead, his army was routed.  Joshua rightly asked God what went wrong and God responded.  

  ¹⁰ The Lord said to Joshua, “Stand up! What are you doing down on your face? ¹¹ Israel has sinned; they have violated my covenant, which I commanded them to keep. They have taken some of the devoted things; they have stolen, they have lied, they have put them with their own possessions. ¹² That is why the Israelites cannot stand against their enemies… ¹⁴ “ ‘In the morning, present yourselves tribe by tribe. The tribe the Lord chooses shall come forward clan by clan; the clan the Lord chooses shall come forward family by family; and the family the Lord chooses shall come forward man by man. ¹⁵ Whoever is caught with the devoted things shall be destroyed by fire, along with all that belongs to him. He has violated the covenant of the Lord and has done an outrageous thing in Israel!’  (Joshua 7:10-12a, 14-15, NIV).

God revealed to Joshua that the reason for the military defeat was a violation of the covenant He had commanded. God’s instructions gave Joshua the wisdom he needed to uphold community with clarify and grace. His example helps serving leaders wisely uphold the standards of their organization.

Joshua utilized wisdom by identifying the standard.

What went wrong? “They have taken some of the devoted things; they have stolen, they have lied…” The standard of obedience was clearly identified and the behaviors that were not consistent with obedience were articulated.  Joshua made a public declaration of what was wrong (see 7:13).

Some leaders don’t clearly articulate their standards yet still hope for the best from people. But serving leaders make the values and standards of the organization clear to everyone. They explain what behavior is acceptable and what is not. They are quick to say, “This is the way we do things here” and “This is not the way we do things here.” Wise leadership begins by clarifying and communicating standards.  

Joshua utilized wisdom by allowing time for change.

The standards were broken and there would be consequences. But Joshua used wisdom in providing a bit of time before the punishment would be applied. In this situation he did not know the person involved. He provided a public announcement that evening and told people to prepare themselves for the following day. The next day there was a public process of finding out who did wrong. Achan, the guilty party, had plenty of time to come forward and admit his mistake and ask for a way to be restored but he did not respond until it was too late.

Some leaders recognize a values violation and immediately respond by implementing consequences such as firing or disciplinary action. But serving leaders care about the people involved and prefer that they change their behavior to align with the standards of the organization. So, they allow some time for the person to change. Ultimately, if there is no change, they continue to serve the organization by upholding the standard which may mean releasing that person. Wisdom provides people time to change and align with the standards of the organization.

Joshua utilized wisdom with consistent enforcement.

“Whoever is caught with the devoted things shall be destroyed by fire….” Joshua wisely enforced the cost of violation of the standards, in this case using capital punishment! While today’s consequences look different, leaders still face hard decisions, sometimes needing to ‘fire’ those who are not willing to change.  

Some leaders overlook violations of standards and hope that over time things will improve. But serving leaders take action to ensure that standards are consistently enforced. They model the standards and require that everyone in the organization also align with these values. Wisdom requires that standards are uniformly enforced.  

For further reflection and discussion:

Read the entire account of Joshua and the experience at Ai (Joshua 7:1-8:28). What additional insights about upholding standards do you gain from this story?

Are the standards in my organization clearly identified? Does everyone understand what behaviors are expected and what will not be tolerated? Do I regularly remind people of our standards? Am I currently aware of someone who is not upholding our standards? If so, when will I address this?  

When standards are not upheld in my organization do I allow enough time for people to change? Do I allow too much time? What changes should I make to apply wisdom in the timing of addressing broken standards?

How consistently do I uphold my organization’s standards in my own life? Are there areas in which I need to make a change before expecting others to follow? Are there times I am tempted to accept a violation from one person that I would not accept from another? What can I do to be more consistent in enforcing my organizational standards?

In addition to these reflections from Joshua’s life, consider the following verses from Proverbs, the book of wisdom, that relate to wisely upholding standards: Proverbs 3:11-12; 9:8-9; 10:9, 17; 11:3; 12:1, 22; 13:8; 15:5, 12, 31-32; 19:20; 22:6; 25:28; 27:5-6; 28:5; 29:1.     

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how Joshua applied wisdom in strategic decisions.

Effective leadership begins with a compelling purpose. But the vision will not be accomplished unless teams are built around shared values that align peoples’ actions with the vision. Values guide the actions of everyone on the team and shape the culture. Values are expressed when someone says, “That’s how we do things here!” Raise the Bar is the second of The Five Actions of Serving Leadership (*see note) and focuses on values.  Values are grounded in faith and great leaders, like Paul, make their values clear to the entire team.

¹As a prisoner for the Lord, then, I urge you to live a life worthy of the calling you have received. ² Be completely humble and gentle; be patient, bearing with one another in love. ³ Make every effort to keep the unity of the Spirit through the bond of peace (Ephesians 4:1-3, NIV).

Paul’s life and leadership provide a model of how serving leaders build a culture of values.

Paul identified and defined core values. 

In this passage, and many others, Paul identifies five distinct values that he calls others to follow. Later in this chapter, he will explain what these values look like in real life. Again and again, in Paul’s writings, he calls people to live out the values that express their faith. There was no ambiguity in how he lived and how he called people to behave. (See additional references below.)

Some leaders ignore values and focus primarily on getting the work done. They do not realize that every organization has values even when they are not identified and explained. But serving leaders take time to identify values that best reflect their unique purpose. Then they make sure that everyone on the team understands what these values look like.

Paul embedded core values in his team.  

Repeatedly Paul talked about the values that he believed were essential for the church. He talked about them, preached about them and wrote about them. He “caught people in the act” of living out the values and shared their example with others. (See Philippians 2:19-30 for two examples.) These stories encouraged everyone to live up to the same values.

Some leaders put values on the wall. But serving leaders embed values into the hearts and lives of their people. They model the way and are not afraid to say, “That’s how we do things here.” They create a culture of shared values. 

Paul addressed values gaps.

Paul often faced situations where people did not live out the values he had defined for them. This is a huge challenge for all leaders. What will we do when someone does not live out the value we have identified? Paul was quick to address these gaps. (See Gal. 2:11-14 for one example and others below.)

Some leaders ignore values gaps in hopes that the misalignment will go away and not impact the team. But serving leaders address values gaps by coaching people towards change. If the person is unwilling or unable to change, the leader serves the team by removing that person rather than compromising the value!

Serving leaders take full responsibility to build a culture of values on their team.

For further reflection and discussion:

What happens when the values of a leader are not clear?

Have I clearly identified the values of my organization? If not, what will I do to begin this process?

Does everyone in my organization understand what these values look like in real life? If not, what can I do to guide my team to a better understanding?

What do I do this week to remind my team of our values? How can I embed this into the regular life of our team? What story can I tell of someone who demonstrated one of our values?

Do I currently have team members that are not living up to our values? If so, what do I need to do to “Raise the Bar”?

In addition to the scriptures used in this issue, read and reflect on how the following passages also illustrate how Paul acted to Raise the Bar:   

Identifying values: (Galatians 5:19-26; Ephesians 5:1:15-20; Philippians 1:27; 2:1-11; Colossians 1:10; 3:12-14)

Embedding values: (Phil. 1:3-5; 4:15; 2:19-30; I Thessalonians 1:2-3; Rom. 16:1-4; Philemon 1:4-7)

Addressing values gaps: (1 Tim. 1:19-20; 1 Cor. 1:10-12; 3:1-4; 5:1-2; 6:1-8; 13:13; 2 Tim. 4:10; Titus 1:10-13; Gal. 2:11-14; 2 Thessalonians 3:11-15)

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how Paul clarified his mission for the team. 

*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.

Serving leaders create a world in which people thrive. This world is described by Paul:

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). 

Paul’s vision is of a thriving body, where leaders are doing their work and the followers have also found their place to thrive. In this issue, we focus on how serving leaders produce thriving as they set the values of the organization. The Serving Leader Model® calls this “Raise the Bar”. Values answers the question, “How will we relate to each other and those we serve?”  

Serving leaders set the values by naming them.   

Paul clearly identifies at least one value in this passage, “speaking the truth in love.” He wants to make clear the kind of communication that is expected in this body so he names it.  All organizations have values whether or not they are named. You can observe the values of any group by observing behaviors and noticing what is allowed, what is encouraged and what is rewarded. However many leaders don’t name their values, they just focus on getting the work done with little thought or concern about how people are relating to each other. But serving leaders, like Paul, take the time to think about the values that they want to see expressed in the organization and name them.  They find a few values that they really want to focus on and keep them in front of everyone in the organization.

Serving leaders set the values by defining them.

A value like “speaking the truth in love” may look good on the wall, but what does it actually mean in daily interactions? Some leaders assume that if a value is named, everyone will understand what it means. But serving leaders understand that values need to be clearly defined if they are to impact behavior. So they work hard to define what each value looks like in real life. They give examples of what it looks like as well as what it does not look like and make sure everyone understands what that value looks like. Then serving leaders look for opportunities to connect an action they observe with a value of the organization.

Serving leaders set the values by enforcing them.

What happens when someone does not speak “truth” or not speak it “in love”? This is a test for leaders.  Followers watch closely to see what happens when a value is not practiced. They watch to see if the leader practices the value or just tells others to practice it. They watch to see if all will be held accountable or only certain persons. Some leaders are not willing to uniformly hold everyone to the shared values. But serving leaders hold the standards high and enforce them diligently. They are willing to have hard conversations around values instead of hoping that with time the behaviors will change. They understand that naming, defining and enforcing values creates a thriving world for their organization.

 Where values are clearly understood, defined and enforced, people thrive!

For further reflection and discussion:

-Reflect on your own leadership in the area of values. How effectively does my leadership name, clarify and enforce values? How does my leadership in this area impact the thriving of our team?

-Are the values of my organization clearly named? If so, how well am I living out these values as a leader? If not, use the tool below to name your values. You may want to do this with your leadership team or other key individuals in your organization.

-How well does every person on our team understand what our values look like in real life? What can I do this week to strengthen our team in this area?

-Is there someone on our team that has been violating a value but I have not taken any action? What do I need to do and when will I do it?

-Read again the scripture above (Ephesians 4:11-16). Are there other values implied in this passage? If so, what are they?           

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how serving leaders create thriving by sharing the mission.

Click here for a resource from Center for Serving Leadership to help you in this area: Values Discovery and Definition Tool.

Nehemiah had a clear vision to build the wall, but as a serving leader he was also concerned about the welfare of his people.  During the rebuilding project Nehemiah discovered that many of the people were suffering because of high interest rates charged by their fellow Jews. The wealthy were taking advantage of the poor—lending them money at rates that cost the poor their land and even their own children who were sold to pay debts. Their actions not only violated the law but contradicted the values that Nehemiah wanted to instill in the community. In the midst of the massive building project Nehemiah took action.  

⁶When I heard their outcry and these charges, I was very angry. ⁷I pondered them in my mind and then accused the nobles and officials. I told them, “You are charging your own people interest!” So I called together a large meeting to deal with them ⁸and said: “As far as possible, we have bought back our fellow Jews who were sold to the Gentiles. Now you are selling your own people, only for them to be sold back to us!” They kept quiet, because they could find nothing to say (Nehemiah 5:6-8, NIV).  

He understood that values violations from within the community represented a threat that was as significant as the external opposition he had already faced. Nehemiah recognized that weak values would not build a strong wall. As a serving leader he models the second action, Raise the Bar which focuses on identifying, clarifying and embedding core values into the hearts and minds of everyone in the organization.  

Serving Leaders Raise the Bar by defining the values.  

Nehemiah’s comments reveal at least several of the values that he wanted the community to embrace—compassion, integrity and justice. Nehemiah wanted to ensure that everyone understood what values were important and what they looked like in everyday actions. In this case, the values were not being expressed and he wanted the people to understand. In this he succeeded and the people “could find nothing to say.”    

Some leaders simply focus on getting the work done, pressing on to accomplish the vision. They do not understand that values exist whether or not they are articulated and defined. But serving leaders acknowledge that values need to be clearly articulated and understood by every team member. They communicate what the value looks like and what it does not look like. As they do so, they Raise the Bar for everyone.   

Serving Leaders Raise the Bar by demonstrating the values.  

Nehemiah says, “As far as possible, we have bought back our fellow Jews who were sold to the Gentiles.” Nehemiah was living out the values he articulated to the group. He had compassion on those who were in bondage and had bought some back from slavery.  

Some leaders talk about values and expect others to live them out, but fail to uphold them. But serving leaders model the way, they demonstrate to others the values they expect them to uphold. This does not mean they are perfect, but even when they fail, they humbly acknowledge their failure and adjust their behavior. 

Serving Leaders Raise the Bar by dealing with values violations.  

“You are charging your own people interest!” Nehemiah was not afraid to address the values violation even in the midst of a very busy project.   

Some leaders ignore values violations, hoping that others won’t notice or that with time, the behaviors will improve. But serving leadership is not weak leadership! Serving leaders, like Nehemiah, Raise the Bar by addressing violations of values immediately and courageously. 

For further reflection and discussion: 

• What three or four values are essential to carrying out my vision?  
• How clearly does my team know these values? Do they understand what the values look like in everyday activities? Do they understand what behaviors are a violation of those values?  
• Are there ways my actions in the past week have violated any of the values I just listed? How does this impact my leadership?  

• What is my typical response when I observe values violations on my team? How does this impact my leadership? What do I need to do to strengthen my leadership in this area? Are there current conversations that I need to have to address values violations? When will I do this?  
• Read the story of Nehemiah and reflect on other ways that he demonstrated this action, Raise the Bar. (See especially the full context of chapter 5 and also his actions in chapter 10.) What do you observe from his life and in what way can you follow his example?     

Until next time, yours on the journey, 

Jon Byler 

In the next issue, we’ll examine how Nehemiah brought clarity about his mission.  

Finally, as a free gift to you, click here to download one tool to help you identify and define your core values. 

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

God’s creation was awesome, a beautiful place filled with life and beauty. People were valued, diversity was affirmed, and work was purposeful. Animals, plants and humans flourished as they interacted freely. In this environment, God added some clear instructions.

¹⁶ And the Lord God commanded the man, “You are free to eat from any tree in the garden; ¹⁷ but you must not eat from the tree of the knowledge of good and evil, for when you eat from it you will certainly die.”  (Genesis 2:16-17, NIV) 

God created a world of freedom, but he also created boundaries. He set standards as an integral ingredient for a flourishing world. Serving leaders likewise define clear standards for those they lead.

Defined standards accelerate flourishing by acknowledging the intent.

Why did God restrict the freedom He gave to Adam? Was He trying to limit Adam’s enjoyment of good fruit? This question was at the heart of the enemies’ question which would soon bring the fall of mankind. God’s intent was not to restrict but to reveal boundaries. God wanted Adam to flourish by living within the standards God established. He knew that breaking the standard would bring death, the opposite of flourishing. Serving leaders define standards for the same reason; they want their world to flourish. Their intent is not to restrict freedom but to encourage flourishing.

 Defined standards accelerate flourishing by anticipating the impact.

Although our fallen nature resents being told what to do, we also know intuitively that our world flourishes with appropriate boundaries. We have speed limits and traffic rules for a good reason. We have laws against theft that are designed to protect us and our property. We understand that a 2-year-old child will not thrive unless they understand the meaning of “no!” Societies flourish when they uphold common understanding of what actions are acceptable and which ones are not. Yet our culture resists the concept of shared standards. It sounds great to say “Whatever works for you is okay” but the results are chaotic. The same is true in churches and businesses where the standards are not clearly defined. Serving leaders reflect on God’s design and seek to implement clearly defined standards in their own sphere of influence. They envision strong teams flourishing as everyone shares the same standards and is held accountable to those standards. Serving leaders recognize the internal desire that most have to meet the expectations that are set for them. So, they raise the expectations high and expect people to rise to the challenge.  

Defined standards accelerate flourishing by accepting the implications.

Serving leaders accept their responsibility to define standards for those they lead. This is often expressed in clearly defined values. Serving leaders work hard to identify the values that will define their organization and then clarify what those values look like in actual behaviors. They talk to the team about what the values mean and tell stories of those who are living out the values. They raise the bar by defining what the standards are and holding everyone, including themselves, accountable to them. Serving leaders do not overlook a violation of the standards. They take corrective action to bring change, preferably a change of behavior. Where there is an unwillingness to change behavior, the serving leader may release that person from the organization. They serve the organization by defining and upholding the standards. As they do so, people flourish!

For further reflection and discussion:

How has the intent of defined standards been distorted in your context? Reflect specifically about the thinking in this area in your culture, your family, and in the organization where you lead. What impact has this thinking had on you as a leader? In what ways do you need to adjust your thinking to align with God’s intent?

Reflect on what the impact would be if everyone in your organization would fully grasp and live out what it means to live by the defined values or standards. Write at least three reflections.

What action steps will you take as a leader to define values or standards in your home, organization or community? What will you do to communicate these values to everyone? What stories will you tell that illustrate the values being lived out? List 2 or 3 specific steps you will take and dates for when you will take the actions.

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at another ingredient of a flourishing world: Relationships are Honored

Serving leaders not only want to run well, but they want to finish well. They begin with the end in mind and lead with the end in mind. They ponder the meaning of Paul’s words written near the end of his life.   

⁶For I am already being poured out like a drink offering, and the time for my departure is near. ⁷I have fought the good fight, I have finished the race, I have kept the faith. ⁸Now there is in store for me the crown of righteousness, which the Lord, the righteous Judge, will award to me on that day—and not only to me, but also to all who have longed for his appearing (2 Timothy 4:6–8, NIV).

As Paul reflected on the end of his journey, he was able to list three accomplishments, “I have fought the good fight, I have finished the race, I have kept the faith.” Serving leaders reflect on these words of a great leader near the end of his life. They learn from Paul’s example to keep their focus by asking themselves, “What am I doing to finish well?”

Serving leaders ask “What am I doing to finish well?“ to keep their focus on calling.

“I have fought the good fight.”  Paul boldly confirms that he has completed the calling God gave to him. There were many battles along the way. But Paul focused on his calling and didn’t allow distractions to shift his life in other directions. At the end he could say with confidence that he had fulfilled the great purpose God had for his life and leadership. Serving leaders learn from Paul to keep their focus on what really matters. They discover their great purpose and then pursue that relentlessly. In the group or organization they lead, they invest significant energy in keeping that purpose a part of every activity. Serving leaders reflect on the end to keep their calling the focus of their daily activity.  

Serving leaders ask “What am I doing to finish well?“ to keep their focus on successors.

“I have finished the race.” Paul shifts his analogy from fighting to running and asserts that he has run to the end of the race. He was well aware that handing off the baton to the next runners was a key element in running. Paul, as he discipled Timothy and many others on his team, equipped them to run the race. So, he is able to say “not only to me, but also to all who have longed for his appearing.” Paul knew that there was no personal success without successors. He did not fear that the next generation would not be able to carry on, he had equipped them well. In the language of The Serving Leader Model*^TM, Paul was able to “upend the pyramid” by passing on power to others. Serving leaders think about finishing well to keep their focus on the next generation of leaders. Serving leaders reflect on the end to remind themselves that there is no success without successors.

Serving leaders ask “What am I doing to finish well?“  to keep their focus on values.  

“I have kept the faith.”  Paul was confident at the end of this life that he had not compromised his faith. He lived what he taught and was able to affirm that he had not taken the easy way out of difficult situations. He had not compromised his values in pursuit of success. Serving leaders reflect on Paul’s example and look at the end to keep their daily focus clear. They do not measure their success by the size their retirement accounts, but by the daily acts that live out their faith values. And as they live out these values, they “Raise the Bar” for those around them. Serving leaders reflect on the end to keep their daily focus on the things they value most.

For further reflection and discussion:

• Is my purpose in life clear to me and to those around me? If not, what do I need to do to clarify that purpose? If it is, how does this shape my daily activities and choices? What are the current ‘distractions’ that I am facing which would take me away from my purpose?
• Where am I in the process of handing off the baton to the next generation of leaders? Am I spending adequate time to equip and empower those around me to do the work after I will be gone? Who are the persons into whom I should be investing the most time and energy?
• Are my life values clearly defined? What about the values for the organization or group I lead? Where am I currently tempted to compromise on those values? How can focusing on the end help me avoid those temptations?        

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine the final question serving leaders ask others: “What are you doing to finish well?”

*The Serving Leader Model includes five actions. Three are mentioned in this issue, Run to Great Purpose, Raise the Bar and Upend the Pyramid. The other two are: Blaze the Trail and Build on Strength. To learn more, read the book The Serving Leader or visit the Center for Serving Leadership’s website.

The story of Boaz is nestled in the account of Ruth, the foreign daughter in law of Naomi. (If you’re not familiar with the story, take 10 minutes to read the book of Ruth.) Boaz appears in the story in chapter 2 after Naomi and Ruth, both widows, return to Israel from the country of Moab. His life speaks quietly and powerfully to all serving leaders and we’ll examine several areas in which his life is a model to us. The first comes as he is introduced to us for the first time.

1 Now Naomi had a relative on her husband’s side, a man of standing from the clan of Elimelek, whose name was Boaz (Ruth 2:1, NIV*).

Boaz is introduced here as a “man of standing.” Reflect on that for a moment. Standing is not a word we commonly use to describe someone. But it reflects strength, valor, and uprightness. It implies dignity and action. Boaz served by being a man of standing and serves as a model to all serving leaders.

Serving leaders stand by character development.

Boaz, was a man of character. He led with integrity, he was a man of his word and he honored others. All these reflect a person of unswerving character. We will see more of his character revealed as we continue to look at his life in this series. His character is even more remarkable when we consider the time in which he lived. In Ruth we have glimpses of the reality that not everyone in the area had character like Boaz. He lived during the time of the judges when “everyone did as they saw fit” (Judges 21:25). He is a man of standing because of his character. Boaz teaches serving leaders that leading begins on the inside. He demonstrates that leadership is more about who we are than what we do.

Serving leaders stand by consistent living.

Boaz is famous! We still tell his story today, thousands of years after his life. But Boaz had no idea that he would have this legacy! He was just doing what was right day after day. Leaders often look for ways to make a difference or to make an impact. Boaz teaches serving leaders that consistently living by godly values is the way to serve. Serving leaders do what is right, not to accomplish great things but simply because it is right. They stand day after day on their values and lead others with consistent living.

Serving leaders stand by changing others.

Boaz served as a man of “standing” and as a result his life would influence many others. Notice what people said to Naomi upon the birth of his son, Obed.

14 The women said to Naomi: “Praise be to the LORD, who this day has not left you without a guardian-redeemer. May he become famous throughout Israel! (Ruth 4:14)

The life and character of Boaz impacted Ruth and her mother in law Naomi. But it also led to generations of famous leaders in Israel, first King David and ultimately Jesus! His character would be passed on to many generations. Boaz teaches serving leaders that when we stand well, we serve well. We make a difference when we stand!

For further reflection and discussion:

· Skim the four chapters of Ruth with “standing” in mind. Do you see other examples that demonstrate how Boaz was a man of standing?

· Would others call me a person of “standing”? Are there any gaps in my character that impact my ability to lead? What steps will I take to rectify these issues? In what areas do I need God to change my heart?

· Is my leadership focused more on end results or daily consistency?

· In what ways does my leadership reflect consistently doing what is right? Am I tempted to do what looks beneficial instead of what is right? What is God inviting me to change?

· Who is watching my life and leadership closely? How does my standing impact them? What difference will my standing make 100 years from now? How does that motivate me to serve by standing?

Until next time, yours on the journey,

Jon Byler

* Other translations use “mighty man of wealth”, “prominent man of noble character”, “a man of worth”, and “worthy man” to describe Boaz.

In the next issue, we’ll look at how Boaz served by treating others well.