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.

Joshua’s leadership work was nearly done.  The land was divided, and the people were settled. But before he died, he used wisdom to cast a vision for the next generation.   

¹⁴ “Now fear the Lord and serve him with all faithfulness. Throw away the gods your ancestors worshiped beyond the Euphrates River and in Egypt, and serve the Lord. ¹⁵ But if serving the Lord seems undesirable to you, then choose for yourselves this day whom you will serve, whether the gods your ancestors served beyond the Euphrates, or the gods of the Amorites, in whose land you are living. But as for me and my household, we will serve the Lord.” …. ²⁵On that day Joshua made a covenant for the people, and there at Shechem he reaffirmed for them decrees and laws. ²⁶And Joshua recorded these things in the Book of the Law of God. Then he took a large stone and set it up there under the oak near the holy place of the LORD. ²⁷“See!” he said to all the people. “This stone will be a witness against us. It has heard all the words the LORD has said to us. It will be a witness against you if you are untrue to your God.” ²⁸Then Joshua dismissed the people, each to their own inheritance (Joshua 24:14-15, 25-28 NIV).

In his final leadership action, Joshua casts a vision for the Israelites to renew their commitment to follow God.  He does this with wisdom in three powerful ways.

Joshua used wisdom to cast vision by recalling the past. 

Joshua recalls their history. He spends much of his farewell address reminding them of the ways that God has led them to the place they now are.  He shares the stories of the past to provide vision for the future. He wisely links future vision to past events. 

Some leaders only look to the future and paint a glorious picture of what can be with no connection to the past. But serving leaders link future vision to the stories that brought them here. They find vision from the past and project that forward into an even better future. They remind the people they lead that they are rooted in what has come before. 

Joshua used wisdom to cast vision by setting a personal example.

Joshua called the people to recommit themselves to following God and then made his well-known declaration, “But as for me and my household, we will serve the Lord.” He wisely leads by example. He will pursue the vision no matter what the choice of the people is. This commitment and personal engagement is a strong motivation to the people and they also agree to serve the Lord.

Some leaders call others to a high level of commitment, but they don’t get personally involved. They ask others to pay a price they are unwilling to pay. But serving leaders cast vision by their own action. They move before calling others to move. 

Joshua used wisdom to cast vision by using visual reminders.

Joshua set up “a large stone” as a visual reminder of the commitment they were making. He wanted them to recall their commitment every time they walked past this stone. He wisely understood that a picture is worth a thousand words.

Some leaders rely only on words, hoping that repetition will make the vision stick. But serving leaders add visual reminders to the vision. They paint word pictures; they share stories and give examples that help the vision to stick in the hearts and minds of those they lead. They stir their hearts before asking for their hands.

For further reflection and discussion:

• When I share vision, how do I root it in the past? Even when significant changes are needed, have I found ways to look at the past to help articulate the way forward?
• In what ways do I model the vision I ask others to work towards? Can I consistently invite people to follow my example? What impact does that have on my leadership?
• How do I help people visualize the vision? Are there physical objects that I could use to remind people of the vision as Joshua did? Do I tell stories and give personal examples that bring the vision to life? What other ways can I help connect people’s emotions to the vision? 
• In addition to these reflections above from Joshua’s life, read all of Joshua 23 and 24. Reflect on how he wisely used his farewell speech and covenant renewal to project a vision for the future. What do I learn from his example that I can apply to my own leadership?       

Until next time, yours on the journey,

Jon Byler

Few things need wisdom like trying to divide an inheritance among siblings! Joshua faced this on a national scale as he led the Israelites through the process of dividing up the land into tribal portions.  Joshua employed wisdom in this potentially explosive moment and offers serving leaders practical wisdom for navigating divisive situations.

⁴ Appoint three men from each tribe. I will send them out to make a survey of the land and to write a description of it, according to the inheritance of each. Then they will return to me. ⁵ You are to divide the land into seven parts. Judah is to remain in its territory on the south and the tribes of Joseph in their territory on the north. ⁶ After you have written descriptions of the seven parts of the land, bring them here to me and I will cast lots for you in the presence of the Lord our God (Joshua 18:4-6, NIV).

Joshua employed wisdom by involving everyone.

Joshua instructed the people, “Appoint three men from each tribe.” He involved the people in selecting the leaders who would divide the land into parts. Every tribe had equal representation. Every man carried with him the mandate to get the best portion for their tribe! Joshua wisely created a process in which no one was excluded.

Some leaders face divisive issues and make decisions using their own experience and expertise. But serving leaders recognize that divisive issues require inclusive practices. They wisely pull key people into the decision-making process, ensuring that all voices will be heard.

Joshua employed wisdom by delegating authority.

Joshua gave authority to the men who were chosen, “you are to divide….” Their work was to survey the remaining land and divide it into portions that were equal in value. Undoubtedly, as they traveled through the land they were carefully observing what areas had fertile soil, good pastureland, and fortified cities. Every man was carefully looking at what they wanted but also aware that another tribe might get it, so they chose carefully.  In addition, Joshua selected three people to ensure broader representation and that there would not be a tie vote. By wisely delegating the process, Joshua ensured that no one could accuse him of favoritism.

Some leaders fear that the delegation of authority in a divisive issue will create more problems so they delegate less. But serving leaders wisely find ways to delegate authority that creates better outcomes and group support for the process.

Joshua employed wisdom by retaining decision-making power.

While Joshua involved everyone in choosing the leaders and delegated authority to the leaders in dividing the land, he took charge of the final step in the process. “I will cast lots for you….” Under God’s guidance, he would make the final decisions. He recognized that even with the careful process of dividing the land into 7 portions, if he allowed the leaders to choose, there would be more dispute over who received which portion.

Some leaders abdicate their ultimate responsibility to make final decisions and allow others to selfishly influence the outcomes. But serving leaders recognize that after involving people appropriately, they are responsible for making the decision that best serves the vision and mission of the organization. Then, like Joshua, they employ wisdom from God and decide. 

 Serving leaders employ wisdom to turn potential division into unity. 

For further reflection and discussion:

• Reflect on a leadership decision which you are currently facing that is potentially divisive. With that situation in mind, reflect on the three ways Joshua used wisdom (he involved everyone, he delegated authority, and he retained decision-making power). What can you learn from his example and what will you do to lead with wisdom through this situation?

Reflect on Joshua’s decision to allow the leaders to divide the land into 7 portions. What might have happened if Joshua had divided the land without their involvement? What can you learn from this about delegating authority? 

In addition to these reflections from Joshua’s life, consider the following verses from Proverbs that relate to employing wisdom in divisive issues.  Proverbs 6:16-19; 13:10; 15:1, 18; 16:23-24, 28; 17:14; 18:6, 17; 19:11; 29:22.        

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how Joshua used wisdom in casting vision. 

Joshua led Israel through a series of military campaigns to claim the land God had promised to them. But he didn’t rely on military tactics of his experience—he applied wisdom in his decisions, guided by surrender, obedience and adaptability. Though most serving leaders do not lead armies, they can learn powerful strategy lessons from Joshua’s example.  

 ¹³ Now when Joshua was near Jericho, he looked up and saw a man standing in front of him with a drawn sword in his hand. Joshua went up to him and asked, “Are you for us or for our enemies?” ¹⁴ “Neither,” he replied, “but as commander of the army of the Lord I have now come.” Then Joshua fell facedown to the ground in reverence, and asked him, “What message does my Lord have for his servant?” (Joshua 5:13-14, NIV).

¹³ The seven priests carrying the seven trumpets went forward, marching before the ark of the Lord and blowing the trumpets. The armed men went ahead of them and the rear guard followed the ark of the Lord, while the trumpets kept sounding. ¹⁴ So on the second day they marched around the city once and returned to the camp. They did this for six days (Joshua 6:13-14).

⁹ After an all-night march from Gilgal, Joshua took them by surprise. ¹⁰ The Lord threw them into confusion before Israel, so Joshua and the Israelites defeated them completely at Gibeon (Joshua 10:9-10).

Joshua applied wisdom by surrender.

Before Joshua carried out his first military action he had an encounter with a man blocking his progress. He asked a natural question of the man but was startled when he responded that he was the “commander of the army of the Lord.” Joshua appropriately surrendered! Before he commanded, he surrendered. This was not weakness; it was wisdom.

Many leaders assume that they are in charge and call others to follow. They charge ahead and sometimes ask God to bless their plans. But serving leaders surrender to a higher command. That surrender makes them better commanders.

Joshua applied wisdom by obedient risk taking.

Joshua’s surrender was critical when God gave what seems like foolish and unconventional directions for the battle at Jericho. But Joshua took the risk of moving forward in obedience. He marched around the city for 6 days, then 7 times on the final day, finally giving a united shout. He risked looking foolish losing everything on his first battle!  

Some leaders move forward only when the strategy is logical and clear. But serving leaders are willing to take risks of obedience when they have received instructions from God.

Joshua applied wisdom by embracing change.  

After demonstrating obedience, Joshua still had to learn to embrace change. When Joshua marched around Jericho it took a week. But when he attacked the coalition of kings who were against the Gibeonites, he employed an overnight march and took them by surprise. In many other situations, Joshua embraced change and used different tactics at God’s instruction. He refused to fall into the trap of believing that what worked previously should become the standard practice. He was able and willing to pivot and try new methods.

Some leaders find ways that work and then refuse to consider changes. But serving leaders are willing to consider new ways of accomplishing the mission. Their surrender to God’s instruction is the foundation from which they make decisions. 

For further reflection and discussion:

Have I fully surrendered to the authority of God to direct my life and leadership? What does this look like in my daily leadership practices?

Do I naturally take or avoid risks? How does that impact my leadership? Am I willing to take risks when I clearly hear God’s instruction? What do I do to ensure that I’m able to accurately hear God’s direction?

When is the last time I tried a new approach in my leadership? How open am I to change? How do I determine when change is healthy and when it is a distraction?

In addition to these reflections from Joshua’s life, consider the following examples of his military strategy as well as some from Proverbs: Joshua 6:1-27; 8:1-13; 11:1-9; Proverbs 15:22; 16:3, 9; 24:6   

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how Joshua employed wisdom in times of division.  

 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.

Joshua received a spirit of wisdom from Moses—but that didn’t mean his path would be free of failure. In fact, one of his early leadership mistakes with the Gibeonites became a powerful lesson in gaining wisdom through failure.  This happened in his interaction with the Gibeonites, a nearby group of people who pretended to be from a distant land and sought peace with the Israelites. Joshua, and the leaders, accepted the offer before realizing it was a deception.

¹⁴The Israelites sampled their provisions but did not inquire of the Lord. ¹⁵Then Joshua made a treaty of peace with them to let them live…  ²⁰This is what we will do to them: We will let them live, so that God’s wrath will not fall on us for breaking the oath we swore to them.” ²¹They continued, “Let them live, but let them be woodcutters and water carriers in the service of the whole assembly.” So the leaders’ promise to them was kept (Joshua 9:14–15, 20-21, NIV).

This treaty was a significant failure in Joshua’s leadership. But he gained wisdom through the experience as he responded.

Joshua gained wisdom by accepting his mistake.

Joshua was fully prepared for war, but the ruse was a surprise. He failed to stop and ask God for wisdom. His decision was rational but it was not wise. But when Joshua realized what happened he accepted his mistake. He didn’t blame others or point fingers at the leaders that were with him; he took full responsibility for the mistake. He gained wisdom as he reflected on what happened and learned from his failure.

Some leaders look for others to blame when they make a mistake and try to cover up the impact of their failure. But serving leaders accept responsibility for failures and thoughtfully gain wisdom. They understand that failure is a great teacher…when they reflect, learn and grow as a result.

Joshua gained wisdom by a thoughtful response.

When the failure was evident, the Israelite army set out for the Gibeonite territory. Joshua had three days of marching to ponder his options. He had more than enough military power to demolish the Gibeonites and destroy their towns as they had done to Jericho and Ai. Humanly, he was likely angry at himself and at the Gibeonites for what had happened and a brutal response would have pacified all his people who were now grumbling about his decision. But Joshua’s thoughtful response helped him avoid an emotional reaction.    

Some leaders react after a failure and seek to punish others in revenge. But serving leaders take time to reflect so that instead of reacting, they can act with wisdom.

Joshua gained wisdom by honoring his commitment.

Joshua had made a commitment to the Gibeonites and even though they had deceived him, he gained wisdom by choosing to honor his commitment to them. No one would have rebuked him if he would have destroyed them entirely. But Joshua chose to keep his integrity even at a great cost. He found a way to honor his commitment while making the Gibeonites woodcutters and water carriers for the Israelites.

Some leaders reverse course when they realize they made an unwise promise and justify their actions to save face and look powerful. But serving leaders recognize that one mistake does not justify another. They gain wisdom by finding ways to honor their commitment as well as accomplish their mission.   

Joshua’s failure didn’t disqualify him—it refined him. And failure can do the same for any leader willing to learn.  

For further reflection and discussion:

• Read the full account of this story in Joshua 9:1-27. What additional insights can I observe about how Joshua gained wisdom through this failure?
• How often do I pause to reflect and pray before making what seems to be an obvious decision? What impact does this have on my leadership?
• What significant leadership failure have I experienced and what did I learn from it? Are there ways I gained wisdom through that experience? What would I do differently if I had a chance to do it again?
• Am I always willing to honor my commitments, even when I later realize I should not have made the commitment? How does this impact my leadership?
• In addition to these reflections from Joshua’s life, consider the following verses that relate to gaining wisdom through failure and God’s discipline:   Prov. 3:11-12; 12:1; 15:31-32; 19:20; 26:11-12; Ps. 51:1-6; and James 1:2-5.        

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how Joshua utilized wisdom to uphold standards.

Leadership challenges quickly show us how much we need wisdom—more than knowledge alone, we need the ability to act correctly in difficult moments. This is the essence of wisdom: applying what we know and experience to make sound judgments and decisions. Knowledge relates to what we know; wisdom relates to how we should act.

In this series, we’ll explore how Joshua, one of the Bible’s great leaders, found, gained, and exercised wisdom in leading God’s people.  In this first reflection, we’ll look at how Joshua found wisdom. Early in his leadership, scripture tells us that he was filled with wisdom— making his life and leadership a powerful case study on wisdom.

“Now Joshua son of Nun was filled with the spirit of wisdom because Moses had laid his hands on him. So the Israelites listened to him and did what the Lord had commanded Moses.” (Deuteronomy 34:9, NIV)

What can we learn from Joshua about how he found wisdom? 

Joshua found wisdom by spending time with God.

The text above indicates that Joshua was filled with wisdom because Moses laid hands on him. While this had a spiritual element, we also know that Joshua spent much time in God’s presence before this. While Moses would speak to God and then return to the people, Joshua stayed at the tent (see Exodus 33:11). Here Joshua learned what Solomon would write about over 300 years later, “The fear of the Lord is the beginning of wisdom” (Prov. 9:10). In this tent, Joshua was in the background, developing the heart of a leader that served others. Here he learned to value God’s presence more than a position or the applause of people. This private shaping prepared him for public service.

Some leaders look for wisdom in the latest book on leadership or at the conference that promises answers to leadership challenges. While these are good in themselves, serving leaders first find wisdom in time alone with God. They seek wisdom not in position but from presence. Serving leaders who want to grow in wisdom don’t skip the time in the tent!

Joshua found wisdom by observing a wise leader.

Moses laid hands on Joshua only after 40 years of Joshua observing how Moses led. Joshua saw how Moses met with God, how he responded to troublemakers and slanderous attacks. Joshua led the people to battle with the Amalekites but learned that it was the prayers of Moses on the mountain that determined the outcome.   

Some leaders expect to find wisdom on their own, believing that they have what it takes to become wise. But serving leaders observe older, wiser leaders and learn wisdom from them.

Joshua found wisdom by being commissioned.    

Moses commissioned Joshua to be the next leader by laying his hands on Joshua. This transfer of authority and power included the gift of wisdom that Moses possessed. It also indicated that Joshua would lead under authority.  

Some leaders commission themselves and seek authority on their own merits. But serving leaders operate under appropriate authority that blesses them to grow in wisdom. They learn wisdom by being under authority before being in authority.  

For further reflection and discussion:

• Do I have a time in my day that I ‘unplug’ from my leadership role, turn off the news, social media and messages and spend time in the ‘tent’ with God? How does this impact my leadership?
• In what ways have I learned wisdom by observing other leaders? Am I intentionally reflecting on how and what I learn from them? Where possible, have I thanked them for the way their wisdom has helped me as a leader?
• Under whose authority do I lead? How does this help me grow in wisdom? Are there ways I can strengthen this relationship for greater impact?   
• In addition to these reflections from Joshua’s life, consider the following verses that relate to finding wisdom: (Proverbs 1:7, 2:3-6, 3:5-7, 4:7, 9:10, 21:11; Luke 2:52; James 1:5; Ephesians 1:17; Colossians 1:9, 2:2-3)       

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how Joshua gained wisdom through failure.  

Timothy was a young man, eager to save the world as he joined his mentor, Paul. But along the way he learned that leadership is not all about action. Leadership certainly involves the actions leaders take as well as the heart and motives underneath the actions. But leadership also includes the mind, thinking, pondering, and reflecting. These are things that Timothy would learn on his own journey. Consider these instructions Paul gave Timothy.  

Reflect on what I am saying, for the Lord will give you insight into all this (2 Timothy 2:7, NIV).  

But you, keep your head in all situations, endure hardship, do the work of an evangelist, discharge all the duties of your ministry. 2 Timothy 4:5 (NIV)  

Paul calls Timothy to “reflect” and to “keep your head.” Timothy needed to learn how to think as a leader, spending time learning the importance of reflection and thought. His example teaches serving leaders to understand the power and practice of reflection.  

Reflection releases insight.    

Paul tells Timothy that reflection will produce insight. Paul could have simply told Timothy the insight, but he wanted Timothy to develop the capacity to reflect and gain his own insight! The muscle of reflection needed to be exercised for Timothy to gain insight.  Reflection takes a leader out of the immediate tasks and allows thought on the bigger picture. Reflection allows a leader to gain insight that helps them lead. This insight may be a needed change of direction or a clearer focus on current priorities. It may be a greater self-awareness as the leader reflects on their own leadership actions and how their leadership impacts others. The insight might be a new thought that helps solve a perplexing challenge.  The insights gained ultimately benefit the entire organization and in this regard reflection is one of the greatest gifts a leader can give to those they lead. 

Many leaders lead with little insight! Others seek insight from many places, perhaps good sources, but which are still shortcuts to the discipline of reflection. But serving leaders gain insight as they take time to step away and reflect. They don’t think they’re leading unless they’re thinking!  

Reflection results in stability. 

Paul calls Timothy to “keep your head in all situations.” He is urging Timothy to be a stable leader one who would not rush in many directions at the same time or change course at the slightest obstacle. He needed to keep his head straight! Reflection brings stability to leadership. Leaders who don’t stop to reflect often change course erratically with little thought to how it impacts those they are leading. They learn that leading only with action often produces a reaction! But serving leaders stop and reflect, then lead from a position of calmness and stability.  

Reflection requires time.  

Reflection has great benefits but is a discipline that requires time. Reflection requires a pause, stepping back from normal activities and thinking deeply and pondering.  Reflection cannot be rushed or squeezed into the margins of our day. This is a challenge for leaders with the many demands on their time. There are pressing tasks that need to be done, objectives that must be met, people to see and places to go! In this environment it is hard to stop and reflect. It may seem to be a waste of time. So, the discipline of reflection, like all leadership disciplines, must be intentional and planned in the calendar.    

Many leaders don’t take time to stop working to think and reflect. They press on with the work they are doing with no time to reflect on the work. But serving leaders understand that the benefits of reflection outweigh the costs and they build time for reflection in their leadership rhythms.  

For further reflection and discussion: 

• How can I develop the discipline of reflection in my own life? Do I have time in my daily, weekly, quarterly, and annual rhythms to pause and reflect? How can I improve my reflection time?  
• Reflect on those you lead. What can I do to encourage them to develop their own ability to reflect?  Do I invite them to reflect for insight as Paul did to Timothy, or do I too quickly share my own insight with them? How would they answer this question?       
• Would others describe my leadership as “stable” or “inconsistent” and what impact does that have on my leadership?   

• In addition to the verses we used in this issue, consider the following: 1 Timothy 4:2,15–16, 2 Timothy 1:13-14. What additional insights do you find from these verses about how Timothy learned to reflect on the instructions Paul gave him?   

(In this series we are looking at the life of Timothy. If you haven’t already, this is a great time to read through the two books in the Bible with his name, written to him by Paul. As you read, reflect on what Timothy did to grow as a leader and how his actions apply to your own growth.)   

Until next time, yours on the journey, 

Jon Byler 

In the next issue, we’ll look at things Timothy learned to leave behind.  

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

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

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

Serving with a team affirms diversity.

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

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

Serving with a team achieves direction.  

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

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

Serving with a team avoids disruption.  

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

For further reflection and discussion:

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

Until next time, yours on the journey,

Jon Byler

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

Leaders lead! They influence others as they think, dream and plan. But they also follow and are influenced by others. They are influenced by the books they read, the conversations they have, the mentors they choose, the seminars they attend, and the podcasts to which they listen. Serving leaders consider carefully who they are following. They reflect on the wisdom found in these verses:

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

Walk with the wise and become wise, for a companion of fools suffers harm. (Proverbs 13:20, NIV)

It matters who leaders follow! Serving leaders ask themselves the question, “Who am I following?” to ensure that they are in a healthy position to ask others to follow them.

Serving leaders ask, “Who am I following?” to ensure continued humility.

Paul calls others to follow him “as I follow…Christ.” He is able to call others to follow him because he is also a good follower. He demonstrates that followership comes before leadership. Leaders who assume that they are not following anyone may say, “I’m a self-made man” or a similar phrase. They talk about those who follow them as a measure of their leadership significance. These leaders are arrogant and foolish! Serving leaders lead, but they also acknowledge that they follow. They humbly acknowledge that many of their thoughts, ideas and behaviors are borrowed from others. They recognize that they even if they launch a new organization or business, they are building on the shoulders of others who have gone before them and are learning from those around them. They understand that if they don’t learn to follow well, they cannot call others to follow well. Serving leaders ask themselves who they are following to ensure that they remain teachable and humble. They are more focused on who they follow than who follows them.

Serving leaders ask, “Who am I following?” to ensure continued growth.

Serving leaders are passionate about growth and personal development. They read books, listen to podcasts, find mentors, and attend seminars.  They understand that their growth impacts the growth of those who follow them. They identify areas in which they need to grow and seek out people they can follow that will help them in that area. But serving leaders are also concerned that they are growing in the right direction. Proverbs highlights that those who we associate with will impact who we become. “Walk with the wise and become wise.” Serving leaders seek out leaders above them who not only demonstrate competence in the areas in which they want to grow but demonstrate the character they wish to attain as well. They want to follow those who are wise not just those who are viewed as successful. Serving leaders shape their growth by choosing who they follow. 

Serving leaders ask, “Who am I following?” to ensure continued impact.

Paul boldly calls others, “Follow my example as I follow…” He recognizes that when he follows well, he will impact the lives of others well. When he humbly acknowledges that he is also a follower, he has the courage to call others to follow. Serving leaders understand that they cannot call others to follow well until they follow well. They want to have an impact and change the lives of others, so they ask themselves who they are following before they call others to follow.

For further reflection and discussion:

• Who are currently the most influential persons that impact the way I think, behave, and lead? Have I selected these persons deliberately or did this just happen without thought? How satisfied am I with my current list of who I follow? What changes do I need to make?
• In what ways, if any, does my leadership reflect to others that I am not a “self-made” leader? Do I openly acknowledge to others those who influence my life? Do I quickly give credit for ideas I gain from reading, attending a seminar, etc.?
• In what areas do I most need to grow? Who are persons that I could learn from in this area? Is their life and character exemplary to me? What step(s) will I take to follow them?    
• Do I ask others to follow me before I ask myself who I follow? How does that impact my leadership? Do I need to make any changes after my reflection on this issue?         

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at a question serving leaders ask others: “Who are you following?”