reverbnetwork

Organizing for Mission

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 07 May 2021 20:33:20 GMT

[Coaching Lesson #10 from our Serving Leadership Development Program—Achieving Organizational Effectiveness, Phase 4]

Organizations are both good and necessary. They allow individuals to work together to accomplish things that they could not be accomplished by themselves. They also help combine and utilize resources more effectively and efficiently. But this only happens when organizations are well led and properly organized. The truth is that many organizations are not very well organized. This lack of organization often leads to wasted resources, loss of productivity, and failure to achieve the organization’s mission and vision.

Case Study: Moses’ Organizational Skills ( Exodus 18:1-27 )

Moses was overwhelmed by the problem of leading such a large group of people. Jethro—his father-in-law—helped Moses see that he needed to put into place structures and processes to more efficiently and effectively administer justice, resolve disputes, and take care of the needs of the people.

The principle demonstrated here is that effective leaders create effective and efficient structures and processes. Moses did this by creating an organizational structure, selecting and training leaders, establishing policies and procedures, and delegating specific duties and responsibilities. His example teaches us that through the development of a well thought out structure, sound policies, processes, procedures, and effective delegation, leaders can greatly increase the effectiveness and efficiency of their organizations, enabling them to improve their ability to accomplish the mission and vision.

Healthy Organizations ( Ephesians 4:1-16 )

An organization is organized in a healthy way when it is able to achieve the goals, mission, and vision that God has given it. In these verses, Paul gave us some basic characteristics of a healthy organization. They are:

Harmony (vs. 2 ),
Unity (vs. 3-6 ),
Diversity of roles and functions (vs. 11 ),
Growth and development of people (vs. 12-13 ) and,
Love for one another (vs. 16 ).

Discussion Questions:

Discuss why an effective organizational structure is critically important to achieving organizational goals and objectives?
What are some symptoms of an organization whose structure, processes, and procedures are lacking and need to be improved?
How can the structure and systems/processes of an organization make the work easier and more gratifying for followers?
Identify and discuss several ways that the structure of an organization and its systems and processes actually prevent people and teams from working together and thereby hinder mission accomplishment.

YOU HAVE REACHED THE END OF THIS SERIES. IF YOU WOULD LIKE TO RECEIVE WEEKLY EMAILS BEGINNING WITH PHASE 1 OF THE SERVING LEADERSHIP JOURNEY CLICK HERE .

Excellence

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 30 Apr 2021 16:51:08 GMT

[Coaching Lesson #9 from our Serving Leadership Development Program—Achieving Organizational Effectiveness, Phase 4]

We serve a God who is committed to excellence in everything He does. Genesis 1:31 says, “God saw all that he had made, and it was very good.”

God wants each of us and the organizations we lead to always strive to do everything in an excellent and effective manner. By doing so, we bring the greatest possible glory to God.

Work as if you are Working for the Lord ( Colossians 3:23 )

As Christ followers, the motive that should drive us to pursue excellence is our love for God. Everything we do as individuals or as an organization should be done with a conscious awareness of His presence and a desire to bring God glory and honor.

Paul stated that such awareness should prompt us, regardless of how important or menial our assignment is, to “work at it with all our heart.” Whatever we are doing, whether in ministry (a role at church perhaps), at our place of employment, in our homes, or in serving others in our community, we should approach it as an opportunity to bring God glory.

David Led with Excellence ( Psalm 78:72 )

Leaders must produce excellence through others, which is often a very difficult thing to do. David did this by setting the example and modeling for those he led by leading with excellence himself. He promoted excellence in Israel because he led with “skillful hands.”

David demonstrated that he was a competent and effective leader through his actions and behaviors. Our hearts guide our hands. David led with skillful hands because he “shepherded with integrity of heart.”

Leaders who want their organizations to achieve excellence and effectiveness must first examine the quality and character of their hearts. We must remember that the quality and effectiveness of any organization depends on the quality and effectiveness of its leaders.

Discussion Questions:

In what areas do you need to improve as a leader?
In what areas (ministries, programs, etc.) is your church/organization demonstrating excellence and effectiveness? Where are some areas that could be improved?
As a leader, how can you help foster an attitude of excellence in others?

Long-Range Planning

lukek@reverbnetwork.org (Luke Kuepfer) — Sat, 24 Apr 2021 15:09:06 GMT

[Coaching Lesson #8 from our Serving Leadership Development Program—Achieving Organizational Effectiveness, Phase 4]

Looking ahead into the future is an essential characteristic of effective leadership. All leaders and their organizations need a clear and compelling vision if they are to mobilize their followers. Yet, having a vision by itself is not enough. We also must have a “plan” to accomplish it. A long-range (strategic) plan serves as a “road map” to help us achieve the mission and vision that God has given us. It takes intentional effort to seek God’s inspiration and guidance in order to discern His will.

Jesus’ Strategic Plan ( Acts 1:8 )

Just before Jesus returned to the Father, He gave His disciples “the” plan for accomplishing the mission of “making disciples of all nations.” It was a very specific plan that would help them achieve this goal. They were to be His “witnesses” in Jerusalem, Judea, Samaria, and to the ends of the earth. Each locality represented something different to the disciples. Jerusalem was close to home where they would have ample opportunities to share the good news with family, friends, and those of a similar worldview. Judea would require some travel and strategic targeting of numerous outlying areas surrounding their homes. Samaria would require them to overcome prejudice and share the good news with those their culture despised. Finally, taking the Gospel to the ends of the earth would require an all-out commitment. It would take hard work to cross geographical, linguistic, and political barriers. Jesus’ strategy, along with His method of developing disciples, would “turn the world upside down” within the first two centuries as the Church rapidly grew and the gospel spread.

Commit Your Plans to the Lord ( Proverbs 16:3 & 19:21 )

Throughout Biblical history, God’s people have been called to be strategic planners. Moses developed and implemented plans to equip and appoint officials for the people of Israel to serve as Judges ( Exodus 18 ). David planned for the building of the Temple in Jerusalem ( 1 Chronicles 22 ). Nehemiah made careful plans for the rebuilding of the walls of Jerusalem ( Nehemiah 1-2 ).

Prayer, thoughtful analysis, discernment, and wisdom are essential requirements necessary to develop successful long-range plans. There are five phases of an effective planning process:

Analysis, which asks, “Where are we now?”
Visioning, which asks, “Where does God want us to go?”
Planning, which asks, “How are we going to get there?”
Resources, which asks, “How are we going to get the funds to pay for it?”
Implementation, which asks, “Are we on track?”

S trategic/long-range planning can help leaders ascertain God’s direction for their organization and allow them to act courageously and responsibly as they work to achieve their mission and vision.

Discussion Questions:

How effective is your church/organization at making plans for the future? Why?
Which of the five phases of planning does your church/organization need to improve?
Is your long-range plan aligned with your mission and vision? If not, why?
What process does your church/organization use to analyze/assess how well you are doing at achieving your planning goals and objectives? Is it effective? If not, how could you improve it?

Developing Leaders

lukek@reverbnetwork.org (Luke Kuepfer) — Sat, 17 Apr 2021 01:25:09 GMT

[Coaching Lesson #7 from our Serving Leadership Development Program—Achieving Organizational Effectiveness, Phase 4]

Leaders who develop followers grow their organization only one person at a time. But leaders who develop leaders multiply their growth. John Maxwell says, “To add growth, lead followers; to multiply, lead leaders.”

To build God’s Kingdom here on earth and to reach the millions who do not know Jesus, we must do exactly as Jesus did—develop leaders who in turn develop others to lead. The disciples followed Jesus’ example and as a result saw a rapidly reproducing church movement.

Paul’s Formula to Grow Leaders ( 2 Timothy 2:2 )

Paul understood the basic principles of growth and the need to develop leaders. His strategy remains as effective today as it was 2,000 years ago. His strategy was to:

Attract and equip people,
Find and mentor potential leaders,
Engage in the on-going development of leaders, and
Release them, when they were ready to do ministry on their own.

Paul used this strategy to develop new leaders and plant new churches everywhere he went. He taught leaders like Timothy to do exactly what he did. This resulted in the tremendous growth of the church. Just imagine what could be done today if we too would follow Paul’s example and develop leaders.

Case Study: Priscilla and Aquila—Leaders who Developed Leaders ( Acts 18:24-28 )

Leadership doesn’t mean just getting others to follow. To lead like Jesus did, we must equip and prepare others to lead. Priscilla and Aquila illustrated this principle.

Priscilla and Aquila had been coached and mentored by Paul during his time with them in Corinth. They later traveled on to Ephesus where they met Apollos, and after hearing him preach, decided to coach and mentor him. Because of the time Apollos spent getting equipped by Priscilla and Aquila, he too became an important leader of the early Church.

Discussion Questions:

In 2 Timothy 2:2 , Paul gives us a methodology for developing leaders who develop leaders. Paul developed Timothy, who developed “reliable” people, who in turn became “qualified to teach others.” How can this process be used to “multiply” leaders?
Why is on-going coaching and mentoring critically important to the growth and development of new leaders?
What can happen when new and inexperienced leaders are not properly equipped and prepared to lead a ministry or church?

Power and Influence

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 09 Apr 2021 15:41:13 GMT

[Coaching Lesson #6 from our Serving Leadership Development Program—Achieving Organizational Effectiveness, Phase 4]

Power and influence are essential to leadership. Without them, leaders are unable to lead. Unfortunately, power and influence are not always used appropriately.

A leader that leads, loves, and serves like Jesus must learn to use their power and influence to serve others and accomplish the mission God has given them. They are not to be used for selfish interests.

The “Not so with You” Mandate ( Matthew 20:20-28 )

Jesus clearly articulated to His disciples that they were not suppose to misuse their power and influence by “lording over” people. By doing so, He set a new standard of leadership.

Jesus modeled for His disciples and for us the concept of serving leadership. Like Him, we too ought to use our power and influence to serve others and build God’s Kingdom, not our own. He tells us that there is only one correct use of power and influence—to serve God and to serve others. As Christian leaders, we must be careful to always use our power and authority wisely.

How Rehoboam Misused his Power ( 2 Chronicles 10:1-19 )

Rehoboam—son and successor to Solomon—was very young when he became the king. Knowing very little about being a leader, he sought out the advice of his elders and peers when faced with a challenging decision. Unfortunately and unwisely, he chose to listen to the advice of his younger peers rather than to that of the older men who understood the current environment. He chose to “show the people who was boss” and used his power and authority as a weapon to punish them. Ultimately the kingdom was torn in two and Rehoboam lost much of his potential influence.

There are two types of power: (1) Positional power—based on one’s position, title, or authority; and (2) Referent power which is based on relationships. Those who only use positional power to get followers to accomplish their objectives are nothing more than dictators, not leaders. Rehoboam soon lost his ability to lead because his misuse of power destroyed the trust of the people.

Consider following scriptures and how they apply to leaders using their power and influence:

Discussion Questions:

Discuss Jesus’ “not so with you” mandate. How should it apply to Christian leaders today? Give some examples.
How do leaders sometimes misuse their power and “lord over” others?
Is power and authority always a bad thing? How can leaders use it for the good of others?
Lord Acton said, “All power tends to corrupt; absolute power corrupts absolutely.” Do you agree with this? Give some examples. How can organizations prevent the misuse of power by leaders?

Wisdom

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 02 Apr 2021 16:31:45 GMT

[Coaching Lesson #5 from our Serving Leadership Development Program—Achieving Organizational Effectiveness, Phase 4]

Wisdom can be defined as having experience, knowledge, and good judgment. Wisdom is that character trait that enables one to live an exceptional life. But how do we find wisdom? Wisdom is often obtained through the experiences of life, by making good and bad decisions and then learning from our mistakes.

There is a better way, however. God’s word and the guidance of His Holy Spirit provides us with the wisdom we need to make good decisions and keep from making costly mistakes. The question is—will we heed His advice?

Where can Wisdom be Found? ( Job 28:12-28 )

Wisdom seems to be in short supply these days. We see many leaders who are highly educated and very knowledgeable lack the wisdom to make good decisions. Instead of solving problems they only make things worse. Our churches, communities, states, nation, and the world, suffer from the lack of wisdom.

Job 28 tells us that only God understands the way to wisdom because He alone is the source of all true wisdom. True wisdom can only be attained by gaining a “fear” (respect) of the Lord (vs. 28 ). To fear God is to have an attitude of awe and humility before Him and to walk in complete dependence upon Him.

Wisdom begins when we humbly submit our lives to God and begin to depend on Him and His word for guidance. This requires us to give up our pride and self-reliance.

Consider the following verses and how they apply to leadership:

Discussion Questions:

Where do most people go to seek wisdom? Why do they go to these sources instead of to God?
Is knowledge the same thing as wisdom? Can one have great knowledge but lack wisdom? Why or why not?
It has been said that “a fool learns from their own mistakes, but a wise man learns from the mistakes of others.” Does this statement apply to you? Have you been like the “fool” or like the “wise man?” Explain.
Why is the pursuit of wisdom a lifelong process? Can we ever take “shortcuts” to speed up the process?

Humility

lukek@reverbnetwork.org (Luke Kuepfer) — Sun, 28 Mar 2021 14:38:23 GMT

[Coaching Lesson #4 from our Serving Leadership Development Program—Achieving Organizational Effectiveness, Phase 4]

Humility is an essential quality of a Christian leader. It is the opposite of arrogance, pride, boasting, and vanity. Humble people don’t think less of themselves, they just think of themselves less. Being humble allows us to see others the way Jesus did and to give up our own interests to serve others.

Humility enables us to work and get along with other people, even those who may be difficult to work with. Where does humility come from? It comes from knowing “who we are” and “whose we are” as Christ-followers.

Case Study: The Humility of Jesus ( Philippians 2:1-11 )

The main goal of all Christ-followers—in particular Christian leaders—is to reflect the life of Christ in our lives. Humility is the character trait that best enables us to do that.

Paul tells us how to follow the example of Christ (vs. 5-11 ) by giving us three behaviors that Christ modeled for us. First, Jesus gave up His rights and privileges of being God’s son. Instead, He took on the very “nature” of a servant. Second, Jesus demonstrated humility through obedience to the Father, submitting totally to His will. Third, He only sought to bring God glory and trusted in Him for His reward. The humble leader seeks to please God only, and lets recognition entirely up to God. As the perfect model of leadership, Jesus set an example of what it means to be humble. Let us always seek to model these three principles in our lives.

Consider the following scriptures and how they may apply to leaders today:

Discussion Questions:

How hard is it for a person who has achieved great success and recognition to be humble? Why?
The problem with humility is that as soon as we think we have attained it, we have lost it. How can we avoid this dilemma?
Read Deuteronomy 8:1-20 . Consider how Israel’s pride led them to disobey God’s commands. How can our pride as Christian leaders and Christ-followers keep us from achieving the mission that God has given to us? Give some examples you may have witnessed or read about.
In what ways can we model humility for those who follow us?

Decision-Making

lukek@reverbnetwork.org (Luke Kuepfer) — Sat, 20 Mar 2021 17:35:11 GMT

[Coaching Lesson #3 from our Serving Leadership Development Program—Achieving Organizational Effectiveness, Phase 4]

Decision-making is one of the core competencies of a leader. The ability to make decisions often differentiates poor leaders from great leaders. Decisions reveal the values of a leader and require obedience and dependence on God. They demand wisdom. Making decisions affects just about everything leaders do.

Where can a leader go to get help in this essential component of life and leadership? Ultimately, all wisdom comes from God, and using His wisdom to make good decisions is something God wants to help us learn to do.

Case Study: Nehemiah’s Challenge ( Nehemiah 1:1-11 )

In this opening chapter, Nehemiah was facing a huge challenge. The walls of Jerusalem were in disrepair and the people were very disheartened.

How did Nehemiah approach this situation? Here are five things that he did that we also should consider when we are faced with a difficult problem or situation: First, he carefully studied and analyzed the situation/problem (vs. 2-3 ). He then empathized with those that were hurting (vs. 4 ). Third, he humbled himself before God (vs. 4 ). Fourth, he prayed and confessed his nation’s sin (vs. 5-11 ). Finally, he asked God for help (vs. 8-11 ).

Nehemiah knew that all true wisdom comes from God. Before attempting to make a decision that might help solve his problem, he turned to God to ask Him for guidance and direction.

The Decision-Making Process

Here is a suggested process that leaders can use to help them make good decisions:

Identify the problem.
Gather information—both facts and assumptions.
Develop possible solutions.
Analyze and compare the alternative solutions.
Make a decision by selecting the solution that best solves the problem.
Develop a plan to implement the solution.
Implement and then assess the results and make adjustments as needed.

Discussion Questions:

Why is it important for leaders to first go to God for guidance and direction before they make a decision (versus making a decision and later asking God to bless it)?
Why must a leader first gather information about the problem and make an assessment prior to making a decision on how to solve it?
Why should leaders address problems and make decisions in a timely manner and not ignore or delay in their attempt to solve them?

Communicating Vision

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 12 Mar 2021 17:20:18 GMT

[Coaching Lesson #2 from our Serving Leadership Development Program—Achieving Organizational Effectiveness, Phase 4]

It is one thing for a leader to have a vision; it is quite another thing to be able to effectively communicate that vision to others so that they will embrace and internalize it.

Without being able to effectively communicate the vision so that others understand it and buy in, efforts to implement and pursue the vision often fail. Visions that are compelling, inspiring, and are adequately communicated, can motivate others to join with the leader in working towards their accomplishment.

Case Study: David’s Vision of God’s Temple ( 1 Chronicles 28:1-21 )

God provided King David with a vision of the temple even though he wouldn’t be the one to build it. Rather, his son Solomon would become David’s successor and would oversee this important project.

David understood that if the vision was to become a reality, he would have to communicate the vision in a manner that would inspire Solomon and enlist the support of the people. Notice how David did this. First, he made it clear that the vision was from God (vs. 1-3 ). Second, he informed Solomon that he would lead this effort and that it would require his total support (vs. 6-10 ). Third, David assured the people that God would enable them to accomplish the work (vs. 6 ). Fourth, he gave Solomon sufficient details of the vision so that he could visualize the realization of the vision (vs. 11-19 ). Finally, David encouraged Solomon to do the work and not to become discouraged or afraid (vs. 20-21 ).

One of your most important tasks as a leader is to impart the vision that God has given you to your team or organization. David’s method of casting a vision can serve as a guide for you to do this as well.

Jesus Communicated His Vision ( Matthew 13:24-52 )

Throughout His ministry, Jesus focused His disciples and other followers on a vision of His Kingdom. In this scripture, notice how Jesus used parables (stories) and their explanation to effectively communicate His vision.

Leaders who seek to effectively communicate their vision must do so in a manner that is clear, concise, and easy for their followers to understand.

Discussion Questions:

What are some creative ways to communicate your vision?
Why is it important to repeatedly remind people of the vision and their role in achieving it?
Read Acts 1:4-8 . What are some lessons we can learn from Jesus concerning how to communicate a vision to others?

Vision

lukek@reverbnetwork.org (Luke Kuepfer) — Sat, 06 Mar 2021 01:26:28 GMT

[Coaching Lesson #1 from our Serving Leadership Development Program—Achieving Organizational Effectiveness, Phase 4]

Few things are more important to effective leadership than vision. Good leaders foresee something out there in the future that others often fail to see.

Leadership is about going somewhere. Effective leadership begins with a clear vision. If your followers don’t know where you are going and where you are trying to take them, they will have a hard time getting excited about the journey.

Godly leaders must first have a vision of who God is, the future He holds for them, and a sense of what He has called them to do.

Case Study: Paul’s Mission and Vision ( Romans 1:1-5 & 15:23-24 )

Paul knew that God had called him to minister to the Gentiles and he had a vision for taking the gospel to Rome and Spain.

While God may not give you a vision for ministry in the same manner He did Paul, He will give you insight into your spiritual destiny through His word and the Holy Spirit. As you seek Him, through His word and prayer, ask Him to give you a clear image of the work He has called you to join Him in accomplishing.

Case Study: Jesus and His Vision ( Matthew 28:18-20 & 10:27-33 )

Jesus consistently cast a vision of God’s coming kingdom. His vision was so compelling that His disciples left everything to follow Him.

Jesus painted a compelling vision, but He also warned His followers that there would be a cost. Leaders owe followers an honest and complete picture when they promote their vision. They must not only promote the “prize”, but must also let followers know of the “price” that must be paid in order to achieve the vision. Unless they do this, people are likely to “jump ship” at the first storm.

Discussion Questions:

Why is having a compelling vision an important requirement for a leader and an organization in order to achieve success?
Where does the vision of a godly leader come from? Whose vision is it—God’s or ours?
What are some of the things that can happen when an organization’s vision is not clearly understood, compelling, or effectively communicated?
What is your personal vision? Is it aligned with Jesus’ vision to make disciples of all nations? If not, why not?
Why must senior leaders ensure that their processes, structure, policies, etc., are in alignment with the organization’s vision and mission? What can happen when they are not?

Managing Stress

lukek@reverbnetwork.org (Luke Kuepfer) — Sat, 27 Feb 2021 19:02:07 GMT

[Coaching Lesson #10 from our Serving Leadership Development Program —Building Effective Teams, Phase 3]

Stress has been defined as “the response our nervous system makes to a perceived or actual threat.” Stress makes our blood pressure go up and can make us irritable and angry.

S tress is often caused by the pressures of life, some of which are real and some that are simply perceived. Both can produce stress that can damage our health, hurt our relationships with others, and keep us from being the leaders God wants us to be.

Effective leaders who lead, love, and serve like Jesus learn to manage their stress.

How Jesus Handled Stress ( Mark 14:32-42 and 1 Peter 2:20-23 )

Jesus faced stressful circumstances on numerous occasions, but all of these were minor in comparison to the stress he endured from the Garden of Gethsemane to the Cross.

Jesus’ response to stress serves as an example for us to follow. Jesus turned to the Father and surrendered everything to him. He did not become angry, nor did He make threats or retaliate. He simply “entrusted himself to him who judges justly.” May we all learn to follow this example and model it for those we lead.

Paul’s Advice ( Philippians 4:4-9, 12-13 )

In this passage Paul teaches us how we should handle the situations we face that may be difficult and stressful. We are to be “thankful” in all situations—good or bad—and to turn them over to God. Paul further tells us to meditate (think about) on those things that are pure, truthful, noble, lovely, and praiseworthy. The result? God will help us handle all the stressful situations and difficulties of life.

Discussion Questions:

What are some of things that cause stress in your life? What is your typical response to stress? How could you better manage stress?
Why is a strong prayer life a requirement if we are going to effectively deal with stressful situations that we may face?
Why is it important for Christian leaders to model for their followers the ability to manage stress?
Often stress can lead to “burn-out” in which a person is no longer enthusiastic, joyful, or motivated by their work or service. Why does this happen to Christians, causing them to no longer want to serve? How can you help prevent “burn-out” on your team?

Rewards

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 19 Feb 2021 15:40:09 GMT

[Coaching Lesson #9 from our Serving Leadership Development Program —Building Effective Teams, Phase 3]

People are motivated by rewards. God certainly understands this as well, as the Bible is filled with promises of rewards that God will give those who follow him.

E ffective leaders understand the human need for being rewarded and they make use of recognition, compensation, promotion, and many other methods to lift morale and improve performance.

The Faithful will be Rewarded ( Hebrews 11:1-40 )

In this chapter, the author highlights the lives and contributions of the great men and women of faith in the Old Testament and the rewards God gave them because of their unwavering faith.

Rewards and recognition given to followers by their leaders can be powerful motivational tools. They give people added incentive to persevere, to do their best, and to accomplish the work that has been given to them. Rewarding followers for the good work that they do tells them that we appreciate them, care for them, and want them to continue to be on our team.

It is important for leaders to provide a variety of rewards because people are motivated in different ways. The leader’s job is to discover which rewards best motivate their people and use them to encourage them to do their best.

Serving Leaders Reward and Recognize Followers

What do the following scriptures tell us about the importance of a leader rewarding and recognizing others?

Discussion Questions:

What rewards have you received in the past for a job well done? How did they make you feel?
In what ways do you use rewards to encourage and show your appreciation for those on your team?
What does the need for leaders to use rewards tell us about human nature? How can a leader use this knowledge?

Developing People

lukek@reverbnetwork.org (Luke Kuepfer) — Sat, 13 Feb 2021 16:17:36 GMT

[Coaching Lesson #8 from our Serving Leadership Development Program —Building Effective Teams, Phase 3]

One of the most important roles that a Christian leader can perform is to develop and equip people to do the work of ministry.

Jesus set the standard for us to follow. He spent three years teaching, coaching, and equipping His disciples so that they could carry on His work to build His church.

How Jesus Developed His Disciples ( Luke 6:12-16 )

The manner Jesus used to prepare his disciples for ministry shows us how he effectively adapted His leadership style and activities to the abilities, knowledge, and skills of His team—the disciples. He gave them instruction when they were uninformed beginners, provided them with direction when they were confused, prodded them when they were reluctant, and encouraged them when they were discouraged. Finally, he empowered them and commissioned them when they were ready.

Jesus—the Master Teacher—shows us that effective leadership development is situational and varies according to the needs of each team member. Leaders who adapt their leadership style and actions according to the needs of their followers, become serving-leaders like Jesus. They ultimately serve the vision God gave them by equipping people to do the work of ministry and carry on long after their own season of leadership is over.

Equipping Others for Ministry

Make expectations clear and upfront.
Provide people with the training they need to accomplish the work.
Observe their work, praising and recognizing them when they do things right. Gently redirect and correct them when they make mistakes.
Make sure they have the resources they need to do their job.
Care for them by investing your time with them, communicating and showing your concern for them as team members and friends.

Discussion Questions:

What things can a leader do to help a new person become a fully functioning and capable member of the team? (See Matthew 10:5-10 ).
What should a leader do when a team member makes a mistake or doesn’t do a task correctly? (See Matthew 17:14-20 ).
What can a leader do to help a team member that is very capable, can do the work, but is very reluctant to accept new challenges or tasks? (See Matthew 14:22-23 ).
What are some methods you can utilize to develop the leadership skills and abilities of your team members?

Courage

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 05 Feb 2021 17:14:57 GMT

[Coaching Lesson #7 from our Serving Leadership Development Program —Building Effective Teams, Phase 3]

Leaders must often make difficult decisions. It is in these times that they need courage. Effective leadership requires the courage to make tough decisions that may be unpopular or very risky.

When faced with a difficult or risky decision, the godly leader will look to God for the courage needed to make the right decision.

Case Study: Joshua Needed Courage ( Joshua 1:1-9 )

God realized Joshua’s need for courage and gave him guidance that would strengthen his faith. First, God reminded Joshua of His faithfulness to keep His promises (vs. 3-6 ). Then God told him to read and meditate on His word (Book of the Law) to obtain wisdom and encouragement. Finally, God promised Joshua that He would be with him (vs. 9 ).

The same sources of courage that God used to empower Joshua to lead the nation of Israel are available to you today. So “be strong and of good courage,” for God is with you!

Jesus—The Courage to Confront ( John 2:13-21 )

In this example, Jesus displayed the courage needed to confront men who were taking advantage of the poor. Where did He summon such courage? His courage came from His character and His complete reliance upon the Father. Jesus knew “who he was” and “whose he was.”

Many leaders—particularly new and young leaders—often lack the courage to confront a follower when they see them make a mistake or do something that is wrong or sinful. Like Jesus, we too must have the courage of our convictions to confront when necessary.

Discussion Questions:

Why is “courage” a necessary quality required of all effective leaders?
Give an example of a leader you know that exercised great courage in making a decision that others did not agree with.
Read 1 Samuel 17:32-37 . Can a leader “learn” through their experiences to be courageous? Explain.
What can happen to an organization when its leaders lack the courage to make decisions and take risks?

Change and Innovation

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 29 Jan 2021 12:17:16 GMT

[Coaching Lesson #6 from our Serving Leadership Development Program —Building Effective Teams, Phase 3]

As Christ followers, change is at the very foundation of our lives. It is the most fundamental thing we are asked by God to do. Jesus said, “You must be born again.” This means we must allow God to change us. Yet, far too many believers are reluctant to change.

Why is change so often very difficult for many people to embrace? In this lesson, you will learn some methods that will help you understand and make changes in your own life as well as help you assist others to adopt and embrace change.

Jesus—The Ultimate Change Agent ( Mark 2:18-22 )

It takes a wise leader to recognize when it’s time for change. Jesus certainly understood the role of change and directly confronted those who stood in the way.

The Pharisees chided Jesus because he did not force His disciples to fast, as prescribed by a certain Jewish custom. Jesus told them that He had not come to put a patch on a broken religious system (vs. 21-22 ). Rather, He came to change the status quo and bring about radical change.

Helping Others Adapt to Change ( Acts 10:9-32 & 11:1-18 )

God gave Peter a vision that was aimed at bringing together Jewish and Gentile believers. Peter accomplished his mission by communicating what he had seen in a manner that enabled the Jewish believers to understand and accept this change.

Here are seven principles leaders can use to help their team/organization adapt to change:

Tell people what to expect and keep them informed throughout the change process.
Structure activities to create opportunities for people to be involved.
People first worry about what they will “lose” so redirect their attention on what will be gained and show how the gains are greater than the losses.
Establish priorities and implement changes in phases instead of all at one time.
People will be concerned about having enough resources so get them to depend on God and encourage creative problem-solving.
People will be at different levels of readiness for change so change “easy” things first.
People will tend to revert to the “old ways” of doing things so keep them focused on the goals and purpose for the change(s).

Discussion Questions:

Why does it seem that Christians are often very reluctant to change?
What things can be done to help believers accept and understand why change is necessary if the church is going to impact the community, nation, and world for Christ?
Have you ever been in an organization where the leadership attempted to make some major changes but was unsuccessful or had a difficult time in doing so? Why did this happen? What could they have done differently?
In what ways do you sometimes personally resist change?

Problem-Solving

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 22 Jan 2021 19:09:02 GMT

[Coaching Lesson #5 from our Serving Leadership Development Program —Building Effective Teams, Phase 3]

One way that leaders prove that they are able to lead others is by their ability to solve problems. As a leader you will face problems. They cannot be avoided or pushed off to your successor.

To lead effectively, you must learn the skill of problem-solving. Leaders who are able to solve problems gain credibility and enhance their ability to influence others. Too often, leaders avoid or ignore problems. This only serves to make things worse.

Case Study: Nehemiah—A Problem-Solver ( Nehemiah 6:1-14 )

Nehemiah demonstrated his capability to solve a problem—one that if not handled properly could have prevented him from accomplishing his mission to rebuild the walls of Jerusalem. While the walls were rapidly taking shape, his enemies tried to divert his attention from the project in a number of ways. First, they tried to lure him out of the city by repeatedly inviting him to a meeting (vs. 1-4 ). Next they accused him of trying to lead a revolt against the king (vs. 5-9 ). Finally, his enemies tried to intimidate him into violating the law of God by urging him to seek refuge in the temple (vs. 10-14 ).

Nehemiah confronted this problem directly by confronting his enemies while maintaining his focus on the task of completing the work on rebuilding the walls of the city. Furthermore, in the middle of all this, he chose to obey God and pray for the wisdom and strength needed to accomplish his work.

Problem-Solving Process

Here is a suggested six-step process that you and your team can use to help solve problems. Always begin with prayer before working through these six steps:

Define the problem: gather information about the problem and the factors that may have caused it.
Determine the underlying causes: analyze the information about the problem to find the causes.
Develop alternative solutions: look at two or three possible solutions that might solve the problem.
Analyze and select a solution: compare the possible solutions and select the one that best solves the problem. The solution should be both feasible and acceptable.
Implement the solution: develop a plan that details the steps needed to solve the problem.
Finally, evaluate the outcome: make an assessment to see if you have solved the problem as intended and make adjustments if needed.

Discussion Questions:

Why is “defining the problem” the most important step in attempting to solve a problem?
Discuss a time when you observed a leader ignore or try to avoid solving a problem. What was the outcome?
Why is it important to first turn to God and pray for wisdom and discernment before attempting to solve a problem?

Empowerment

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 15 Jan 2021 14:25:27 GMT

[Coaching Lesson #4 from our Serving Leadership Development Program —Building Effective Teams, Phase 3]

Empowerment is giving or delegating authority and responsibility for a specific purpose or task to another person.

Effective leaders empower their followers. They realize that they cannot do the work of ministry by themselves. Empowering leaders don’t control their team members. Instead, they challenge, equip, and release them so that they can realize their potential for serving God’s purposes.

When we fail to empower others, the ability of a church or an organization to grow and achieve its mission is limited. Lack of empowerment stifles growth, both of the organization and of its followers who are not able to use their gifts and abilities to serve God.

Case Study: Jesus Empowered His Disciples ( Acts 1:8 )

Jesus commissioned his disciples to reach the world with His message. He wanted them to be successful (see John 14:12 ) and take what he had started to the next level. Many leaders struggle internally with wanting this, since it represents a threat to their success or legacy. Ironically, the empowerment of a leader’s followers can become one’s greatest legacy. Also note that Jesus then gave them the “power” and “authority” they needed to succeed.

We can learn several things from how Jesus empowered the disciples. First, he gave them what they needed to be successful. He taught them, gave them the opportunity to minister, released them to serve on their own, and gave them the Holy Spirit to guide and encourage them. Second, he prepared them very well before empowering them and sending them out. Failing to train and prepare followers before empowering or delegating assignments to them only serves to set up our followers for failure.

What does Ephesians 4:11-13 tell you about equipping, releasing, and empowering people?

Discussion Questions:

Why don’t more leaders empower their followers and delegate responsibility to them?
What things can you do to prepare your team members to accomplish an assignment or task?
Why is the empowerment and release of followers important to building and growing God’s Kingdom?
What must you do to empower your followers like Jesus did with his disciples?

Effective Communication

lukek@reverbnetwork.org (Luke Kuepfer) — Sat, 09 Jan 2021 02:27:25 GMT

[Coaching Lesson #3 from our Serving Leadership Development Program —Building Effective Teams, Phase 3]

Your ability to communicate effectively with others is a critical leadership skill. A leader who cannot communicate can never lead very well or for very long.

A key principle for becoming an effective communicator: “Seek first to understand, then to be understood” (Stephen Covey, possibly adapted from the prayer of St. Francis of Assisi ). We win the right to be heard after we’ve effectively listened and we’re better equipped to respond once we’ve understood the context and intent of those with whom we’re communicating.

To have effective communication with others you must not only be able to effectively “transmit” or give others information, but you also must be willing to listen and “receive” information and feedback from others.

Case Study: Nathan & David—Example of Effective Communication ( 2 Samuel 12:1-25 )

Nathan had a very difficult task. How could he confront David the king without making him angry, while at the same time helping him see his sin and getting him to repent?

Nathan’s ability to carefully craft his words in a non-confrontational way enabled David to hear the truth of his sin and repent.

Have you ever had a situation where you needed to confront someone about an issue and you ended up just making them angry? Why that result? How could you have said things differently?

Consider the following verses and how they apply to effective communication:

Discussion Questions:

Why is listening such an important skill for leaders? How can you become a better listener?
What are some of the best ways you can communicate (both sending and receiving messages) information with your team? When should it be face to face?
What can happen when there is a breakdown in communication between team members?

Dealing with Conflict

lukek@reverbnetwork.org (Luke Kuepfer) — Sat, 02 Jan 2021 18:15:10 GMT

[Coaching Lesson #2 from our Serving Leadership Development Program —Building Effective Teams, Phase 3]

As a leader, you WILL face conflict; it is impossible to avoid. Leaders must be able to resolve conflicts if they are going to lead effectively. Conflicts can destroy team unity, therefore, they cannot be overlooked or ignored. The question is: “How can I best respond to conflicts when they arise?”

Basically there are two types of conflict on a team—either between two or more team members or between the team leader and a team member. In one case a leader can act as mediator, in the other, the leader initiates reconciliation from a serving posture that considers the best interests of the follower.

Case Study: A Biblical Response to Conflict ( Matthew 18:15-17 )

In this passage, Jesus gave us the process to resolve conflicts. First, go directly to the person you have a conflict with. If they fail to reconcile, take another person or two and try again. If they still fail to work through the conflict with you, bring it before the larger group.

Also consider the value of dealing with conflict immediately. The longer you wait, the more the conflict will grow and spread throughout the team. Members may take sides and the issue may escalate. Finally, always seek reconciliation rather than winning an argument.

Here is a suggested method for dealing with conflict (Five Stage PEACE Process):

P -ray about the subject of the conflict.
E -xplore each other’s positions and listen carefully to all views.
A -pproach possible solutions together.
C -ollaboration is better than compromise. Pray about it together.
E -xpel any resentment you may hold.

Some tips for resolving conflict:

Show genuine concern and interest for the other person.
Ask questions and get more information about the problem.
Be willing to consider their ideas and concerns.
Ask them for recommendations/alternatives to solve the problem.
Show love and focus on what is best for the team.

Consider the following passages and how they relate to resolving conflict:

Discussion Questions:

What are some of the reasons that cause conflicts to arise in a team or within the church?
What is the secret to preventing and resolving conflicts? (See Ephesians 4:1-3 )
What should we do with people who are divisive and seem to enjoy promoting conflict? (See Romans 16:17-18 )
Why is it sometimes necessary to remove a team member who creates conflict and refuses to change?

Team Building

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 25 Dec 2020 20:20:40 GMT

[Coaching Lesson #1 from our Serving Leadership Development Program —Building Effective Teams, Phase 3]

A team is a group of people working together in a cooperative activity toward a common goal.

Team building is a process that develops cooperation and teamwork within a group or work unit. To be an effective team builder, a leader needs to activate, train, and lead in a manner that inspires team members to work together in a cooperative way that accomplishes their assigned mission/purpose.

Building teams is a critical skill for a leader in that teams are capable of accomplishing things that no one person could do by themselves. To be effective, a team must be committed to a common vision and purpose, and be willing to work together for the purposes of the team rather than for themselves.

Case Study: Jesus as a Team Builder ( Mark 2:14-17 )

Jesus was the greatest team builder of all time. His team—the disciples— built His church and “turned the world upside down” ( Acts 17:6 ).

Jesus demonstrated important principles of team building by selecting Matthew as one of his disciples. He strategically selected specific people for specific reasons, considering different skills and abilities. He saw Matthew’s potential to become an apostle and a writer. Even though the disciples came from different backgrounds and had many different skills and abilities, Jesus was able to mold them into an effective team that loved and cared for one another.

Jesus’ Leadership Principles for Effective Team Building

Have a clear mission and vision ( Luke 4:18-19 ).
Select team members based on their gifts and skills ( Luke 5:9-11 ).
Train team members to fulfill their responsibilities ( John 17:8 ).
Empower and trust team members to perform their duties ( Luke 9:1-6 ).
Assess/evaluate your team member’s performance and give them feedback ( Matthew17:14-21 ).
Recognize and reward your team ( Mark 10:29-31 ).

Discussion Questions:

Why is team building such an important skill for leaders?
What things can a leader do to develop unity within their team?
What are some reasons that cause teams to fail or not be successful?

Stewardship

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 18 Dec 2020 16:09:01 GMT

[Coaching Lesson #10 from our Serving Leadership Development Program —Developing Trusting Relationships, Phase 2]

Since everyone has the same amount of time in every day, what differentiates people is the manner in which they use their gifts and talents in the time they have.

E ffective leaders are good stewards. Stewardship is about faithfully developing the gifts, talents, resources, and opportunities God has allocated to us. As stewards of all that God has entrusted to our care, one day we will all give an account to Him for our management.

Jesus on Stewardship ( Matthew 25:14-30 )

Jesus tells us in this parable that the Master (God) who hands out resources to His servants (us) will one day return and ask for an accounting of what we’ve done with what He has entrusted to us.

Faithful servants will be prepared for Jesus’ return if they have utilized their gifts, talents, resources, and opportunities to build the Kingdom of God.

The key question we all need to answer is, “Am I using all of my available resources (time, talents, gifts, wealth, etc.) in a way that brings God glory and honor?”

Leaders—Stewards of People ( 1 Peter 5:2-4 )

If we are to lead, love, and serve like Jesus did, we must be good stewards of our greatest resource—people. While Christian leaders may feel responsible for many things, they must primarily accept responsibility for the people God has entrusted to their care.

Peter reminds Christian leaders to lead by example, to lead willingly, and to care for the “flock”, remembering that the “sheep” belong to God and not to them.

Discussion Questions:

How you are using the following resources: Time, Talent/abilities/skills? Wealth? Career? Leadership responsibilities? Are you using them as a good steward for God’s glory, or could you use them better?
How can we as leaders encourage others to be good stewards of everything that God has entrusted to them (not just with their finances)?

Supportive Relationships

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 11 Dec 2020 12:15:48 GMT

[Coaching Lesson #9 from our Serving Leadership Development Program —Developing Trusting Relationships, Phase 2]

Leadership can be a tough and lonely responsibility. We all need other people who can provide us with encouragement, support, and accountability.

When we rely on our own perspective of how we are doing, we can begin to rationalize and blind spots form that keep us from seeing our own faults and mistakes. To keep this from happening, we need a small group of “truth-tellers” in our lives that help us stay on track.

O ne of the important benefits of having supportive relationships with other believers is that of receiving encouragement. We all need the encouragement of others to help us overcome the discouragement we deal with at varying times throughout life.

David and Jonathan ( 1 Samuel 23:16-18 )

Context: David is on the run with King Saul attempting to find and kill him. Jonathan sought out David to encourage and support him. He reassured David of God’s plan for him and renewed his commitment to David by making a covenant with him.

Jonathan did what only true friends can do—he gave David the encouragement that he needed during a very difficult time in his life.

Importance of Supportive Relationships

What do the following scriptures tell us about the importance of supportive relationships?

Discussion Questions:

Do you have a few trusted friends in your life that you rely on for encouragement and support…who will tell you the “truth” even if you may not want to hear it? If not, why not?
What are some things we can do to make it easier for people to speak openly to us when they perceive that we may be making a mistake or about to get ourselves into trouble?
In what ways can you encourage and support those in your coaching group?

Coaching

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 04 Dec 2020 16:19:18 GMT

[Coaching Lesson #8 from our Serving Leadership Development Program —Developing Trusting Relationships, Phase 2]

Coaching is helping another person develop and apply their skills, knowledge, and abilities in order to be successful in particular tasks or duties.

Servant leaders understand that if their people are going to help the organization accomplish its goals, they have to give them clear direction and guidance, be available to give them advice, and help them gain the skills and experience they need to be successful.

Jesus Coached His Disciples ( Mark 9:14-29 )

Here is an example where Jesus provided coaching to His disciples after they were unable to perform a task correctly, even though they had accomplished it before. The disciples had experienced a setback to their confidence (faith) when they discovered they were not yet competent enough to handle every situation. Showing their frustration, they asked, “Why couldn’t we drive it out?” Like a good coach, Jesus responded with specific feedback in a private location, explaining new insights to them in a truthful and loving manner.

It’s important that we coach and develop those we lead, providing correction and feedback to them in a loving and caring manner.

The Coaching Process

There are three parts to good coaching:

Performance planning.
Day-to-day coaching.
Performance evaluation.

Performance planning is about providing direction and setting goals. It’s about making sure people know exactly what is expected of them. Goals, standards, and expectations need to be clearly communicated to followers.

Day-to-day coaching involves helping people be successful by observing their performance, praising progress, giving feedback, and redirecting their efforts when they make mistakes.

Performance evaluation requires leaders to sit down with their people on a regular and consistent basis to give honest and fair evaluations of performance.

Discussion Questions:

What is likely to happen when a leader fails to give followers adequate training and doesn't communicate expectations to them?
Why are leaders sometimes hesitant about giving negative feedback to followers who may have made mistakes?

Accountability

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 27 Nov 2020 16:42:20 GMT

[Coaching Lesson #7 from our Serving Leadership Development Program —Developing Trusting Relationships, Phase 2]

Effective leaders hold themselves to the same standards they expect of others. Leaders must always first hold themselves accountable for their own actions.

I f leaders are to be successful over the long-term, they must allow the Holy Spirit as well as the feedback from a few trusted friends to keep them accountable. None of us are immune to getting off track in both life and leadership.

King David’s Sin ( 2 Samuel 11:1-5, 27 )

King David’s tragic fall into sin demonstrates what happens when leaders fail to create structures that hold them accountable for their actions and behaviors.

While David could hide his sin from his close associates, he could not hide them from God. The Prophet Nathan showed David that even kings are accountable for their actions.

Wise leaders don’t wait for a crisis to establish accountability. They proactively establish structures and relationships that will help them stay accountable.

How Accountability Works ( Ephesians 4:25 & James 5:16 )

Here are some questions to use in accountability sessions:

What good have you done since we last met?
Have you done anything (or are currently struggling with) that displeases God?
Have you told us the truth today?

Read the following scriptures. What do they tell us about accountability?

Discussion Questions:

What is the purpose of accountability and why do people try to avoid it?
Do you know any leaders who didn’t have accountability partners and became involved in sin? What was the result?
Do you have a group of truth-tellers in your life that will hold you accountable? If not, why not?

Obedience

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 20 Nov 2020 15:38:55 GMT

[Coaching Lesson #6 from our Serving Leadership Development Program —Developing Trusting Relationships, Phase 2]

Leaders are often tempted to compromise their principles and values in order to achieve success. This is true even for Christian leaders.

Christian leaders' commitment to God should be such that they will obey Him no matter what they are offered to compromise. Obedience is the true test of our complete trust in God.

King Saul’s Disobedience ( 1 Samuel 15:1-23 )

Instead of obeying God’s command to completely destroy the Amalekites, King Saul spared their king and the best of their livestock to bring home “spoils” of war.

When Samuel confronted Saul about his disobedience, Saul rationalized his sin by saying that he had saved the best to sacrifice to the Lord. Saul failed to understand that partial obedience is actually no obedience at all.

S aul’s disobedience resulted in a loss of leadership credibility; God rejected him as king over Israel.

The Importance of Obeying God

What do the following scriptures tell us about the importance of obeying God?

Discussion Questions:

Obedience to God is often costly to Christian leaders. What are some of the ways that we can pay a costly price for obeying God?
What are some of the ways that Christians rationalize their disobedience today?
How does our obedience demonstrate our love for God?
What is the most important lesson that you’ve learned about obedience from this lesson?

Purpose and Passion

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 13 Nov 2020 15:37:36 GMT

[Coaching Lesson #5 from our Serving Leadership Development Program —Developing Trusting Relationships, Phase 2]

Having a purpose is to aim or intend to do something. It is what a person is trying to accomplish or become. Our purpose is our life’s goal. It answers the question: What business am I in?

Passion is a strong feeling, enthusiasm, or excitement for or about something or someone.

How are purpose and passion interrelated? Being passionate about our purpose is essential if we are to achieve our goals. You cannot be truly effective as a leader without being passionate about what you are doing. Passion provides us with energy. It helps drive the vision and ignites others to take part. It also raises our ability to influence others. Many leaders fail because they have very little passion about what they are doing.

Paul: A Man of Purpose and Passion ( Philippians 3:7-10 )

Paul accomplished great things for his Lord and the Kingdom. His efforts were instrumental in firmly establishing the early Church. Pursuing his purpose with passion caused him to carry out the work that he did.

Effective leaders, like Paul, are those who have figured out what they stand for. They have identified their purpose and pursue it with great enthusiasm. Paul devoted his life to knowing and following Christ. That was his purpose, mission, and passion; it shaped all that he did.

What is your purpose and your passion—the “one” thing to which you will surrender all—that will motivate you like the Apostle Paul?

Discussion Questions:

As a Christian leader, where should your purpose come from (WHO gives us our purpose)?
Why is it necessary for a leader to clearly define their purpose/mission for their followers?
Why is it important, as a leader, to be passionate about our mission/purpose? How does it help us influence people?

Exhortation

lukek@reverbnetwork.org (Luke Kuepfer) — Sat, 07 Nov 2020 13:34:02 GMT

[Coaching Lesson #4 from our Serving Leadership Development Program —Developing Trusting Relationships, Phase 2]

Exhortation is communicating emphatically, urging someone to do something. It involves inciting by argument or advice; urging strongly, encouraging, and giving a word of warning.

Exhorters are people who spur others on to higher levels of achievement. They encourage, challenge, confront, and correct, in a gentle and loving—yet firm—manner, that causes people to want to make changes and to do their best.

Case Study: Paul’s Letter to Timothy ( 2 Timothy 2:14-21 )

Paul exhorts Timothy to fulfill his calling by being the leader that God has called him to be. He gives Timothy guidance and warns him of things he should avoid.

Effective leaders, like Paul, use a variety of ways to exhort their followers. In doing so, they help them to be better prepared for their own leadership responsibilities and face various challenges. We know that through Paul’s exhortation and the Holy Spirit’s influence, Timothy became a great leader in the early Church.

Is there someone you know who might be spurred on to do great things for our Lord as a result of your exhortation?

Discussion Questions:

How well do you “exhort” those who follow you?
There are times when confrontation is necessary to correct a follower who may have made a mistake and gotten off track. How comfortable are you in giving this type of exhortation?
What are some ways or methods that you can use to exhort those you lead to use their gifts and abilities to make a greater impact in the Kingdom?

Encouragement

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 30 Oct 2020 15:23:16 GMT

[Coaching Lesson #3 from our Serving Leadership Development Program —Developing Trusting Relationships, Phase 2]

Encouragement is the action of giving someone support, confidence, or hope. Effective leaders know that they must keep hope alive. They infuse those around them with optimism. Despite of how bad things can be, they encourage others to persevere and not give up.

Encouragement moves people forward and keeps them going despite the difficulties that they may face. All of us need to be encouraged.

Case Study: Barnabas—“Son of Encouragement” ( Acts 9:26-27 )

No other person in the New Testament models the ability to encourage others more than Barnabas.

The disciples were understandably afraid of Saul/Paul. Previously he had persecuted the followers of Christ and they were understandably reluctant to believe in his conversion. Barnabas encouraged the apostles to accept Saul as a brother in Christ. Later, he provided the support Saul needed to launch his ministry and take the gospel to the Gentile nations. Barnabas’ ongoing ministry of encouragement eventually separated him from Paul when he insisted on giving John Mark another chance. In 2 Timothy 4:11 , Paul acknowledged Mark’s usefulness in ministry, implying perhaps, that he was wrong and Barnabas was right. One could possibly say: “No Barnabas, no Apostle Paul. No Barnabas, no Gospel of Mark.”

Effective leaders, like Barnabas, sustain hope by offering words of support. Who needs your encouragement?

Encouragement: Paul’s Farewell Speech to the Ephesian Elders ( Acts 20:13-38 )

Paul’s final meeting with the Ephesian elders gives us some very good guidance on how to uplift and encourage others. Paul’s words, despite the hardships and difficulties that both he and his audience would later face, serve as an example of how we too can encourage others.

Discussion Questions:

Explain in your own words why encouragement is an important tool that all Christian leaders must have.
In what ways can you encourage pastors and church leaders who are discouraged and considering giving up?
How can you encourage your followers to step out in faith and take on a greater role in your church by leading a small group, Sunday school class, or other ministry?
In what ways do you need encouragement right now? Do you have a small group of leaders who you can turn to when you need encouragement?

Building Trust

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 23 Oct 2020 12:28:09 GMT

[Coaching Lesson #2 from our Serving Leadership Development Program —Developing Trusting Relationships, Phase 2]

Without trust, others will not follow you. Makes sense, right? If people are going to follow someone, whether into battle, in business, or in ministry, they want to be assured that their leader can be trusted.

So what happens when followers no longer trust their leaders? Lack of trust erodes confidence in leaders’ abilities and the decisions they make. It often produces cynicism which hinders a leader’s ability to lead change efforts. Lack of trust can destroy the relationship between the leader and the led, damaging the motivation, loyalty, and morale of followers.

A leader cannot lead without trust. It must be earned through the establishment of trusting relationships with followers. Building and developing trust must be one of a leader’s top goals.

Case Study: Samuel the Trustworthy Servant ( 1 Samuel 12:1-5 )

Samuel’s honesty and integrity built a foundation of trust with the people of Israel. He demonstrated his trustworthiness by how he handled his personal possessions, his business dealings, and how he treated those who were weaker than he was. Samuel also held himself accountable to the people he led. He opened himself up to the scrutiny of everyone with whom he had dealings.

Whatever your leadership responsibilities are, if you will lead with honesty, integrity, and competence, you will build the trust that will enable you to become a leader who others will eagerly follow.

Character Traits of a Trustworthy Leader

Integrity: keep your promises to others; be honest; align your actions with your words.
Courage: don’t be afraid to make a decision; live out your principles and values; always be counted upon to speak the truth, even when it’s painful.
Competence: stay committed to accomplishing your assigned duties and responsibilities.
Wisdom: be a trustworthy leader who makes wise decisions.
Motivation: remain motivated in serving others rather than living for selfish desires.
Consistency: Remain stable and consistent in your actions, behaviors, and decisions.

Discussion Questions:

Are you a person that your followers can trust? Ask yourself these four questions: (1) Is my behavior predictable or erratic? (2) Do I communicate clearly or carelessly? (3) Do I treat promises seriously or lightly? Am I forthright or transparent in all my dealings with others?
Think of a leader that you may know who lost the trust of their followers. What do you think caused it? What was the result?
It has been said that “trust is difficult to earn, but easy to lose.” Do you agree with this statement? Explain why or why not.

Interpersonal Relationships

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 16 Oct 2020 14:56:29 GMT

[Coaching Lesson #1 from our Serving Leadership Development Program —Developing Trusting Relationships, Phase 2]

Close relationships between two or more people are sometimes called interpersonal relationships. The closest relationships are most often found with family and a small circle of best friends. Interpersonal relationships require the most effort to nurture and maintain. These are also the relationships that give you the most joy and satisfaction.

Our relationships with others are crucial to our role as leaders. Effective leaders understand that the better their relationships with followers, the more effective their leadership will be. The Christian life is all about relationships. First, we must have a relationship with God and His Son. Our relationship with Him, in turn, needs to be made visible in our relationships with others.

Paul: Love is the Foundation of Enduring Relationships

Many leaders make the mistake of ignoring the importance of relationships. This often happens when leaders assume that everyone will follow their ideas because of their position. People want to know that you care for them before they willingly commit to follow you. It is therefore impossible to separate leadership from relationships. Leaders help themselves by developing good relational skills.

In Romans 12:9-21 Paul instructs us on how to develop enduring relationships with others. Based on this text, what are some ways we can build and maintain good relationships with others?

What else does the Bible say concerning relationships?

Discussion Questions:

Why is building relationships with others such a valuable skill for leaders?
In what ways can you restore a broken or hurting relationship with another person?
Of the ways that Paul mentions in Romans 12:9-21 , which ones could you improve on to build good relationships?
Based on Colossians 4:6 and 1 Peter 2:12 , why is it important for Christians to build good relationships with non-believers?

Serving Leadership

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 09 Oct 2020 14:02:44 GMT

[Coaching Lesson #10 from our Serving Leadership Development Program —Beginning the Journey, Phase 1]

Serving leadership is the only approach to leadership that Jesus validated for his followers. This is why it is important to fully understand what becoming a serving leader really means.

Becoming a serving leader begins with the desire to help—to offer others the very comfort, compassion, and contentment you have been given. Serving leadership is a decision that arises from a rescued heart, a reformed character, a reclaimed desire, and a renewed willingness to put others first. Serving leadership is about serving others in order to achieve a higher purpose.

JESUS: Our Model of Serving Leadership ( John 13:1-17 )

One of the greatest examples of serving leadership took place when Jesus washed the feet of his disciples. As the disciples were sitting down to eat what would be Jesus’ last supper, Jesus realized that no one was available to wash their feet—a custom in the culture of that day and normally a task reserved for the slaves and servants. So Jesus took off his outer clothing and took up a towel, a wash basin, and a vase of water, and began to wash the disciples feet. He did this as an example for them, and for us, showing us how to serve others as He did.

Jesus didn’t just talk about being a serving leader; he lived and modeled it every single day.

Serving or Self-Serving Leadership? ( Matthew 20:25-28 )

For followers of Jesus, serving leadership isn’t just a suggestion; it’s a mandate. It is to be a living statement of who we are, how we treat others, and how we show Christ’s love to the world.

How can we tell if we are serving or self-serving leaders? Here are a few ways: First, self-serving leaders seek to take “from” the organization as many perks and privileges as possible. They seek status, authority, prestige, and power. On the other hand, serving leaders seek to “contribute” to the organization and to those they lead. They know that to accomplish the mission that God has given them they must invest their time, energy, and talents into developing others to become all that God wants them to be.

How do we become serving leaders? We can only do this by giving up our ego, pride and selfish interests, surrendering our leadership to the greatest leader of all time—Jesus!

Discussion Questions:

In your own words, what do you believe it means to be a serving leader?
What are some practical ways that you can follow Jesus’ example of serving others at work, in the home, at church, and in your community?
How difficult is it for leaders to give up their power, authority and status to “serve” others?

Time Management

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 02 Oct 2020 14:05:33 GMT

[Coaching Lesson #9 from our Serving Leadership Development Program —Beginning the Journey, Phase 1]

Have you ever wished for a 30-hour day? Would this extra time really solve our problems? When we stop to think about it, our problem with a lack of time is basically a problem of priorities. In fact, one of the greatest dangers in leadership is to let the “urgent” crowd out the “important.”

Knowing the Value of Time ( Psalm 90:10 , 12 , & 17 )

We can employ the skills and principles of time management and use the most efficient scheduling system, but all of these are of little benefit until we understand the “value” of time. We all can do a better job of scheduling our time, but more importantly, we should do a better job of “spending” our time. Knowing the difference requires wisdom.

In Psalm 90, Moses tells us that the years of our lives will “quickly pass” (vs. 10). Each of us is allotted a finite number of days (only known to God). We must ask ourselves: Are we spending those days wandering aimlessly, with no goals or purpose? Or, are we making the most of the time that we have by spending it wisely?

Redeeming the Time ( Ephesians 5:15-17 )

Paul makes a critical point in this passage by stating that we are to “redeem” the time. In other words, make the most of every opportunity we have. God wants us to be good stewards of all that He has given us. This includes our time. Christian leaders use their time wisely. Here are some ways to better use your time:

Establish priorities, goals, and objectives.
Do an “audit” of how you spend your time each day and week. Then, eliminate unnecessary activities that don’t match your priorities.
Based on your priorities and goals, plan and schedule the use of your time daily, weekly, and monthly.
Eliminate or reduce as many distractions and “time wasters” as you possibly can.

Discussion Questions:

Why is the setting of priorities and goals the first step of effectively managing your time?
Many leaders intend to accomplish great things with their lives for God, but for some reason, many accomplish very little. Could it be that they never were able to properly prioritize their time? Do you agree? Why or why not?
Why are most people poor time managers?
In what ways can you improve your time management skills?

Priorities

Fri, 25 Sep 2020 11:43:58 GMT

[Coaching Lesson #8 from our Serving Leadership Development Program —Beginning the Journey, Phase 1]

Most leaders are very busy people. Leaders often struggle to meet all the demands for their time, attention, and energy. It often seems like there is more to do than the time or resources available to get it all done. In cases like this, leaders must establish priorities. Effective leaders learn to discern the most important use of their time and talent and are able to set their priorities accordingly. They say “No” to some things so they can say “Yes” to the best or most important things. We must learn that if we fail to decide what matters most, we will become victims of the loudest or latest demands, spending our time on things that make little or no impact.

Wrong Priorities Come from a Wrong Purpose ( Luke 12:16-21 )

Jesus tells a story of a man whose main priorities were his wealth and possessions. This man did have priorities, but they were the wrong ones. His priorities were acquiring wealth and securing his future. He started with the wrong priorities or purpose, and ultimately failed to achieve either priority.

Our purpose and priorities should bring honor and glory to God rather than bring pleasure to ourselves. Since we cannot do everything well, we must carefully choose a few things on which to concentrate—that which brings God the greatest honor and glory.

Having the Right Perspective ( 1 John 2:15-17 )

Our perspective should determine our priorities, and our priorities should determine our practices. A biblical perspective tells us that anything that keeps us from obeying God’s will for our lives is idolatry, no matter how good it seems to be.

A Christ-centered life means that everything in life must be seen in relation to him. In light of Matthew 13:22 and Colossians 3:1-3 , the worries of this life, the deceitfulness of wealth, and other worldly desires have a way of choking the word of God out of our lives and making us unfruitful.

Discussion Questions:

What are your top five priorities? List them in order of importance and then discuss them with another person.
In what ways do you struggle with living according to your priorities?
Read Luke 10:38-42 . In what ways are we sometimes like Martha, who let a “good” thing prevent her from doing the “better” thing?

Leadership Qualifications

Fri, 18 Sep 2020 11:45:18 GMT

[Coaching Lesson # 7 from our Serving Leadership Development Program —Beginning the Journey, Phase 1]

H ow would you describe the characteristics and qualities of a leader who leads, loves, and serves like Jesus?

Before stepping into a leadership role or elevating othe rs to a position of leadership, we should first consider what God’s word says about the qualifications necessary to lead others. We often see church leaders who are selected because they have been successful leaders in business or other areas of life. However, the scriptures show us that leadership in God’s kingdom is far different than the leadership of the world.

Qualifications of Christian Leaders ( 1 Timothy 3:1-12 )

Paul tells Timothy to closely examine those who aspire to become leaders in the church. While these traits or characteristics specifically apply to leaders within the church, they represent the kind of character God desires from all of his followers. A careful examination of the qualifications reveals that those who aspire to leadership must have public lives consistent with their private lives. Paul believed that those who enter into a leadership role should “first be tested” (vs. 10). While no one perfectly measures up, we should all strive to achieve these qualifications. With that in mind, how do you measure up?

The Heart of Leadership ( 1 Samuel 16:1-7 )

The Lord makes it clear in this passage that the people He chooses to lead are called on the basis of their character and not on their outward appearance or personal accomplishments. Qualifications for leadership in God’s kingdom are not measured by stature, degrees, background, or personal success.

What is God looking for? No one is qualified to lead—by God’s standard—until the heart is ready. Skills, intelligence, and hard work are great assets to leaders, but God reminds us that there is only one thing that is absolutely necessary. God looks primarily at the leader’s heart.

Discussion Questions:

What does it mean to be “above reproach?”
What are some behaviors that might disqualify someone from Christian leadership? (Read 1 Peter 2:1-2 and 1 Peter 5:2-9 )
“God cares more about one’s character than He does about their knowledge, skills, and abilities.” Do you agree with this statement? Why or why not?

Dependence on God

Fri, 11 Sep 2020 13:48:19 GMT

[Coaching Lesson #6 from our Serving Leadership Development Program —Beginning the Journey, Phase 1]

Our society tells us that we need to be independent and “in control” of our lives, our careers, and our relationships. Yet, the scriptures tell us that as Christians we must give up our independence and our desire for control. We need to learn to depend on God for his provision.

Leaders must model their faith in God, demonstrating to those they lead a consistent dependence on God. Setting an example serves to guide and encourage them to do likewise.

Do Not Worry ( Matthew 6:25-34 )
Anyone who leads others will find plenty of reasons to worry. Jesus, however, cautions us against worrying about anything, even the food we eat or the clothes we wear. Worry is Satan’s way of tempting us to not trust in God.

In this passage, Jesus gives us several reasons why we should depend on God rather than worry:

Worry is pointless and never changes the reality of the situation.
Worry ignores God’s faithfulness in our lives.
We are God’s children—he loves us unconditionally, and he promises to care for us.
When we worry about tomorrow we often miss out on the opportunities we have today.

As leaders who want to make a difference for Christ, we need to lead in such a way that others may see our dependence upon God, especially when we’re facing problems and difficulties.

What Could Happen When We “Take Charge” of Our Lives? ( Genesis 16:1—17:2 )
Abraham and Sarah attempted to control the fulfillment of God’s promise according to their own timetable and by their own methods and power. The consequence of their failure to depend upon God’s timing has had far reaching effects on the world, even in our own lifetime (consider the ongoing Arab/Israeli conflict).

Leaders who have learned to depend upon God realize that God will do the right thing in his time, in his way, and by his power.

Discussion Questions:

Think of a time when you asked God for help or guidance, but instead of waiting on him, you acted on your own. What was the result?
What are some ways leaders can demonstrate to those they lead a dependence on God?
Why do so many Christians today want to be “in control” of their lives, rather than let God be in charge? What are some of the consequences?
How does our practice of the disciplines ( prayer , solitude, experiencing unconditional love , scripture ) demonstrate our dependence on God?

Commitment

Sat, 05 Sep 2020 10:26:09 GMT

[Coaching Lesson #5 from our Serving Leadership Development Program —Beginning the Journey, Phase 1]

Commitment can be defined as “to make a pledge or a promise.” We often make many commitments throughout our lifetime with family members, at school or church, and in our careers.

As Christ followers, any true success that we have will flow from our commitment to God. Following through on our commitments builds our credibility and enables others to trust us.

Keeping our commitments demonstrates our faithfulness. To progress as a leader and be given greater responsibility, we must be faithful to fulfill our commitments.

Leaders as Living Sacrifices ( Romans 12:1-2 )
When you take the step to become a “living sacrifice,” you acknowledge Christ’s leadership and authority over your life. By doing so, you sacrifice or give up any selfish desires and ambitions. You choose to surrender your talents, goals, dreams—everything—for His purpose.

It is only by “giving up” our wants and desires to God that we can ever achieve true success and significance. (“Whoever finds their life will lose it, and whoever loses their life for my sake will find it.” Matthew 10:39)

Jesus’ Standard of Commitment ( Matthew 16:24-26 )
Through these words, Jesus makes it clear that he requires total commitment from his followers. Jesus was “all in” and He expects the same from us. He urged his followers to “take up [their] cross and follow [him].” He knew that anything less than total commitment would not be sufficient. He wants our “all.” He gave himself completely to the mission that the Father had given him. He asks—no, he demands the same from us.

Discussion Questions:

What are some of the characteristics of a committed Christian?
What does it mean to you to “take up your cross?”
What are some things that prevent us from following through on our commitments?
How can we help those we lead become more committed?

Values

Mon, 31 Aug 2020 15:33:15 GMT

[Coaching Lesson #4 from our Serving Leadership Development Program —Beginning the Journey, Phase 1]

Values are the non-negotiable principles that define character in a leader, an organization, and a family. They’re important because they govern your actions and behaviors. The choices and decisions that you make every day reflect your values. This is why our values must be in alignment with God’s values.

Case Study: Daniel—A Leader Who Lived by his Values ( Daniel 1:1-21 and 6:1-28 )

Daniel had to make a choice. He had to decide whether he would submit to an ungodly law or stick to his convictions. Daniel chose to be faithful to his values. He resolved that he would not compromise them, even if it cost him his life. The result is that God blessed Daniel and elevated him to even higher levels of influence.

Discussion Questions:

What are your values? Write down your top five values and share them with someone.
Why is it necessary to rank order your values?
Why is it often difficult to live by our values?
As a Christian leader, why must our values be consistent with God’s values (principles)?

Self-Discipline

Fri, 21 Aug 2020 12:40:27 GMT

[Coaching Lesson #3 from our Serving Leadership Development Program —Beginning the Journey, Phase 1]

Self-discipline is the ability to regulate your behavior by principle rather than impulse, reason rather than emotion, and long-range results rather than immediate gratification.

Self-discipline is doing what is right and best, not what is easiest. You are disciplined when you choose to do the right things and make them a habit.

Case Study: Samson—A Leader Who Lacked Self-Discipline ( Judges 16:1-20 )

Samson started out as a disciplined man ( Judges 13:24-25 )—a Nazarite who was known for abstinence from wine and strong drink, for refraining from cutting his hair, and for avoidance of contact with the dead. He should have kept himself from instant gratification but struggled with a weakness for women. This ultimately led to the breaking of his vow on numerous occasions.

As Samson grew older, he left the foundation of self-discipline and lustfully consumed whatever he wanted whether it was food, women, or strong drink. His lack of self-discipline cost him his leadership and eventually his life.

Discipline does not automatically make someone a leader, but no one can remain a leader very long without it. More Christian leaders have failed from poor self-discipline than from bad theology, poor preaching, or a lack of ministry skills.

Remember, you must be able to lead yourself before leading others.

Discussion Questions:

Read 1 Corinthians 9:24-27 . How does one develop self-discipline?
Why is self-discipline a valuable trait for a leader?
What are some areas in your life where you need to develop self-discipline?

Integrity

Sat, 15 Aug 2020 01:06:34 GMT

[Coaching Lesson #2 from Reverb Network’s Serving Leadership Development Program —Beginning the Journey, Phase 1]

Integrity is the “quality or state of being complete or undivided.” A person of integrity has integrated their standards, words, and actions into one. For Christian leaders it means to consistently apply biblical principles in character and action. We have integrity when we conform our beliefs and actions to what the Bible teaches. This is the essence of Christian integrity. We align our attitudes, words, and actions with biblical truth.

Case Study: Joshua—A Leader with Godly Character ( Joshua 9:1—10:15 )

Joshua compromised his leadership when he made a hasty treaty with the Gibeonites. However, once he made a covenant with them, Joshua knew it was his duty to live up to the obligations of the treaty and defend them.

Integrity means that you keep your word regardless of the cost. Joshua was a leader with integrity and kept his promise to the Gibeonites.

Integrity is the lifelong challenge of bringing your behavior in line with biblical standards of behavior and conduct. Maintaining integrity is a continuing process, a never-ending quest to live your values in every area of life. As you live an integrated life, you will build trust with your followers and leave a leadership legacy that will not diminish over time.

Discussion Questions:

Why is integrity essential to leading others?
Read 1 Timothy 4:15-16 . How does a leader demonstrate integrity?
Read Psalm 32:1-11 . What should you do when you have violated your commitment to be a leader of integrity?
Read Matthew 6:1-18 . Hypocrisy is the opposite of integrity. In what ways did the Jewish leaders in Jesus’ day demonstrate their lack of integrity?
In what ways do you struggle with your own personal integrity?

Character

Fri, 07 Aug 2020 16:04:28 GMT

[Coaching Lesson #1 from Reverb Network’s Serving Leadership Development Program —Beginning the Journey, Phase 1]

Character is defined as “the mental and moral qualities distinctive to an individual.” A person’s character (good or bad) can be observed in their actions and behavior.

Godly character can be defined as “the ability to discern God’s right way from the wrong, and to voluntarily surrender one’s own will to do what is right in God’s sight and, with the promised help of the Holy Spirit, to resist the wrong even under pressure and temptation.”

What Does Godly Character Look Like? The New Testament teaches us that Godly character is demonstrated by the “Fruit of the Spirit.” Galatians 5:22-23 states: “But the fruit of the Spirit is love, joy, peace, patience, kindness, goodness, faithfulness, gentleness and self-control. Against such things there is no law.”

Case Study: Daniel—A Leader with Godly Character ( Daniel 2:1-49 )

Daniel demonstrates for us why developing Godly character is important to us as leaders. Daniel could have tried to merely survive his experience as a captive in a foreign land. Instead, he never left his disciplined life of character and personal commitment to follow God.

Daniel refused to compromise and eat unclean food. He did not take credit for interpreting dreams, but instead gave the glory to God. He spoke the truth to authorities, regardless of its unpopularity. He continued to pray daily, even though it might cost him his life. He remained faithful to his God and his convictions even as he rose to positions of great authority.

Character is the foundation on which a leader builds his or her life. It all begins with character because leadership operates on the basis of trust. People will follow a leader only so far as they trust him or her. Character communicates credibility, creates consistency, and earns trust. Leaders cannot rise above the limitations of their character.

Discussion Questions:

How does a leader develop Godly character?
Why does it take time to develop one’s character?
Based on 2 Peter 1:2-11 , what process does God use to build our character?
In light of Philippians 4:8-9 , how would those who follow you respond if you were to tell them what Paul wrote?
Of the nine qualities listed above in Galatians 5:22-23, which ones do you need to improve upon?

Core Components of Jesus’ Leadership Development Model

Fri, 31 Jul 2020 14:57:38 GMT

This final post from our four phases on the Serving Leadership Journey (click here to see our very first post) shares some core components of Jesus’ leadership development model that we use around the world to develop leaders who will lead, love, and serve like Jesus.

Understanding the big picture is important at the organizational level as senior leaders attempt to initiate serving leadership movements within their organization and beyond.

Selection of those who are willing to commit to developing others is key to the whole process. Jesus prayed an entire night before He chose His team ( Luke 6:12-13 ). Furthermore, training takes place over time in phases, so each person being trained has time to absorb the material and practice it before going to the next level. (Our material is designed in such a way that a new layer of understanding is added to each phase. Each phase is similar, with additional concepts added to a familiar framework, building upon the previous training. This allows for those being trained to build upon what they’ve learned and applied, enhancing memory retention and solidifying what matters most in terms of the serving leadership model of Jesus.)

After each phase of training, coaching groups are formed to work through ten lessons designed to complement the concepts covered in that particular phase. After those lessons are covered, the group is ready to move on to the next phase of training.

Movements are started through intentional seed sowing. We believe in going deep with the few to impact the many, always beginning with relationships birthed from those seeds.

At the Reverb Network we echo Jesus’ words in Luke 10:2, “Ask the Lord of the harvest, therefore, to send out workers into his harvest field.” Are you prepared to potentially become an answer to your own prayer?

[Next week we will begin a new series, working through the ten coaching lessons of Phase 1—Beginning the Journey.]

Disciplines for an Organizational Serving Leader

Fri, 24 Jul 2020 16:09:51 GMT

Organizational serving leaders need to develop the discipline of self-awareness . Psalm 139:23 discusses the importance of God searching our hearts and thoughts. 1 Timothy 4:16 exhorts us to watch our lives and doctrine carefully with perseverance.

Organizational leaders are disciplined in self-leadership . Philippians 2:7 instructs us to make ourselves nothing, taking on the nature of a servant as Jesus did. 1 Peter 5:5 directs us to clothe ourselves with humility.

Self-development is another key discipline to consider. Proverbs 3:1-6 tells us to keep God’s commands, walking in love and faithfulness, trusting in God versus leaning on our own understanding, in all our ways submitting to God.

The organizational serving leader maintains a focus on mission and purpose . Luke 9:51 gives us a model of staying focused resolutely on our mission. Matthew 6:33 teaches us to seek first the Kingdom of God and His righteousness. Matthew 16:21-23 shows us how Jesus stayed focused on his ultimate mission even when pressured otherwise by close friends.

Serving leaders are disciplined in their decision-making . Proverbs 15:22 speaks to us about seeking counsel and advice from others in order to succeed. James 1:5-8 states that we must ask God for wisdom without any trace of doubt or unbelief.

Another discipline is the embrace of belonging/community . Ecclesiastes 4:9-10 points us toward the value of uniting with others to accomplish our mission and helping each other through failures and struggles.

Finally, organizational serving leaders practice solitude . Mark 6:31 reveals our need to get away from our work sometimes to rest. Galatians 1:15-17 provides us with an example of one who retreated from the busyness of life and sought aloneness with God so that God could be revealed to him.

[Next week we will look at the core components in Jesus’ leadership development model.]

Determining Ministry Effectiveness

Fri, 17 Jul 2020 20:42:32 GMT

Typically ministry effectiveness in the church is measured by analyzing the:

Number of conversions to Christ.
Amount of offerings.
Numbers of people in attendance at events.

While these might be good and helpful, they do not show the complete picture and may only have a minor correlation to the church’s main purpose—making disciples! Hence the following questions would serve well in determining ministry effectiveness:

Are we externally or internally focused?
Are we developing programs or people?
Are we church-oriented or Kingdom-oriented?
Are we making church members or disciples?
Are we training and releasing leaders for the Kingdom?

It is vitally important that we incorporate a process that measures and assesses how we are doing at what really matters. For example, consider the question regarding “church-oriented” vs. “Kingdom-oriented”—do we measure membership or missional outreach conducted over a period of time? As stewards of the church’s mission to “make disciples of all nations” we will one day give an account to God as to how well we did. So besides the three more traditional or typical measures stated at the beginning, here are some suggestions:

The number of people in small groups/classes.
The number of leaders trained to lead small groups.
The level of maturity of both disciples and leaders.
The number of people serving in volunteer ministries.

[Next week we will discuss the disciplines for an organizational serving leader.]

Selecting and Preparing a Successor

Sun, 12 Jul 2020 20:36:12 GMT

When selecting and preparing for a successor, an organization should seek to:

Provide candidates opportunities for growth and experience in various leadership capacities.
Introduce the candidate to other leaders of influence including potential mentors.
Help the successor gain an understanding of financial management and support raising.
Involve the potential successor in decision making and other organizational processes. Potential successors should be able to take the senior leader’s role at some key meetings and events.
Ensure that the candidate is a team builder and understands how to communicate.
Choose a candidate who possesses character, integrity, competence, and wisdom. Ultimately, a trustworthy person who has a successful track record (consistent experience over time) is a worthy candidate.
Debrief and give feedback to the chosen successor throughout the transition period.

[Next week we will switch gears and talk about determining ministry effectiveness.]

Succession Planning: Barriers and Solutions

Fri, 03 Jul 2020 15:30:31 GMT

Leaders face a number of barriers and challenges to overcome when planning for a successor:

For leaders to give up ownership of the vision and mission they carried for years is not easy. With great investment naturally comes a great sense of ownership. Serving leaders must recognize that they are only stewards of God’s Kingdom for a season.
For many leaders, their identity is wrapped up in their positions. Serving leaders, however, recognize that their calling in life is greater than their temporary positions. Their ultimate call is to develop others. Therefore they gain by giving up, letting go of a “limited” position to lead multiple leaders through ongoing coaching and mentoring.
Timing is one of the crucial issues in an organizational transition. Leaders must discern the balance between handing off the baton too quickly and holding on too long. Either can cripple an organization for years to come.
As leaders pass on the baton they may be challenged with a concern for ongoing financial security. Serving leaders see this as an opportunity to grow in their faith and pursue other options for supplying their needs.
Lastly, resistance to change for both the leader and the members of an organization can present a real challenge. Leaders must clarify the organizational vision, stress long-term gains over short-term discomforts, and declare their own dispensability while affirming confidence in the new leader.

[Next week we will discuss selecting and preparing a successor.]

Succession Planning: Passing the Baton

Fri, 26 Jun 2020 15:38:18 GMT

In John 17:6-19 Jesus prayed for his disciples’ protection and sanctification as he prepared them to continue his mission. He had come to the end of his earthly mission and the time had come to pass on the baton.

A leader planning for his or her succession is like passing the baton in a relay race. The ability to pass the baton successfully determines the ongoing success of the organization and the leader’s legacy. A proper passing of the baton is the most crucial part of the race.

Consider the following rules for the successful passing of the baton:

The one passing the baton must keep running full steam until the baton is passed. Runners are always tempted to let up because they are tired and almost finished. Similarly, leaders are often tempted to slow down and coast in their final days of leadership rather than finish strong.
The one receiving the baton must start running before he or she receives it. The receiver doesn’t begin from a standstill but is already moving and gaining speed. Successful leaders train and empower others to take on their roles long before they finish. They pass on the baton to those they have developed only when they are up to speed.
Both runners must remain in the same lane. To step outside the lines forfeits the race. In leadership, the one receiving the baton cannot have a totally different agenda from the one passing it on.
The baton must be passed in a timely fashion. The transition cannot be extended indefinitely. A leader needs to decisively let go of control when transitioning out of his or her role.
If the exchange is handled properly, it’s possible to gain a step in the transition instead of losing a step. Great leaders set their successors up for greater success than they experienced.
Once the baton is exchanged, those passing on the baton do not run alongside the next runner as a coach. Rather, they run to the finish line to cheer on their successor. Real leaders care more about the mission and the people they develop than themselves. After they let go, they get out of the way and assume the posture of a cheerleader.

[Next week we will look at some barriers to passing the baton in leadership and some solutions to overcome them.]

Barriers to Leadership Development

Fri, 19 Jun 2020 12:58:24 GMT

The best way to grow your organization is to grow your people. To grow your people you need to develop a leadership culture. Consider the following barriers to building your leadership culture:

Control and Power Dynamics

Leaders whose chief desire is to be seen as persons of power will ignore the greater and more important work of developing others. Their desire for control will prevent the delegation of significant responsibilities to other leaders necessary for development.

Need for Affection and Approval

Leaders who need the affection and approval of others are reluctant to develop and deploy leaders lest they lose that. Their insecurity will lessen their effectiveness and ultimately stifle organizational growth.

Sense of Importance and Superiority

Leaders who “believe their own press reports” and obsess over self-image see the development of others as a threat to their perceived greatness. Furthermore, when they see themselves as indispensable, they will never take the time or effort to develop others.

Longing for Comfort

A longing for comfort will keep a leader focused on the short-term and maintaining the status quo. Often after risks have been taken or great victories won, leaders fall into this trap, failing to take on new challenges necessary for the growth and survival of the organization.

[Next week we will discuss succession planning and what it means to pass on the baton to a successor.]

Key Principles of Effective Leadership Development

Fri, 12 Jun 2020 14:52:40 GMT

To be successful in implementing an effective leadership development process, certain key principles and practices are critically important for organizations to adopt:

Reproducibility, Intentionality, & Flexibility: An effective leadership development process must be reproducible, intentional, and flexible if it is to be used on a continuing basis to produce generations of future leaders. If too complex, it will not be replicated by new leaders. If too haphazard without any system or structure, good intentions will simply remain good intentions. And if the process is inflexible, any problems or challenges bound to come will derail the process.
Modeling: Senior leaders must set an example and model the behaviors they expect of others. It’s “do as I do,” not “do as I say.”
Training, Coaching, & Mentoring: No one is a successful leader unless they are developing successors. In fact, all leaders at every level should be responsible for developing more leaders. Effective organizations use a “just in time” model that teaches leaders what they need to know for their current level of leadership before training them on advanced subjects.
Advancement based on Competence versus Seniority: New leaders start at the lowest level and prove themselves before being advanced to a higher level of leadership. Basing advancement on seniority has the potential to breed entitlement, incompetence, and laziness.

[Next week we will look at some barriers to leadership development.]

Implementing Leadership Development

Sat, 06 Jun 2020 18:55:34 GMT

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

There’s no success without a successor! Implementing leadership development allows an organization to grow and expand as an army of leaders is raised and equipped.

Leadership development is a process of advancing individual leaders’ knowledge, skills, and abilities within an organizational setting. It emphasizes activities designed to enhance the collective capacity of groups/organizations to carry out leadership tasks and functions. Leadership development can be defined as the expansion of an organization’s capacity to produce direction , alignment , and commitment by developing leaders at all levels within an organization.

Direction and alignment because over time vision leaks and organizations experience drift. Authors Peter Greer, Chris Horst, and Anna Haggard in their book—Mission Drift—contend that “Without careful attention, faith-based organizations will inevitably drift from their founding mission.” They believe that “Mission True organizations know why they exist and protect their core at all costs. They remain faithful to what they believe God has entrusted them to do. They define what is immutable: their values and purposes, their DNA, their heart and soul.” It takes leadership to ensure an organization’s direction and maintain alignment with its original values and mission.

Commitment because those who are developed as leaders in an organization will take ownership of the vision, values, and mission.

Developing leaders ensures an organization’s long-term growth and viability, leaving a legacy for the next generation.

[Next week we will discuss key principles of effective leadership development.]

Organizational Development: Prevention & Response, Part 3

Fri, 29 May 2020 13:37:15 GMT

In Acts 15 , the apostles and elders had to resolve a dispute concerning the application of cultural practices in the early church. Four principles for us to consider emerge from this text:

First, is PERSPECTIVE based on Acts 15:3-4 . God was evidently doing a great work through missionaries Paul and Barnabas resulting in great joy among all believers. In any dispute, we need to cultivate a clear understanding of the “big picture”—what God desires for his people.

Second, is DISCERNMENT based on Acts 15:5-12 . Being honest about our heart motivations and conforming to God’s perspectives can happen as we ask several questions:

What serves the people of God as a whole (vs. personal interest)?
What is Jesus’ priority above all others?
What is the best use of our limited resources?
How might we think, act, or behave more like Christ?
Have we listened carefully and fairly with humility?
Have we loved our brothers and sisters as God loves them?
Are we spiritually blinded by self-concerns?

Third, is LEADERSHIP based on the apostles’ and elders’ response. They recognized that a solution had to be biblical, sacrificing personal preferences for the good of everyone. Leaders do not discriminate. Neither do they stall on making decisions and moving forward.

Fourth, is RESPONDING BIBLICALLY based on Acts 15:11, 16-18 . Having more to do with the entire organization, it involves confessing our wrongs one to another, forgiving without reservation, and embracing those we once considered our enemies.

[Next week we will look at implementing leadership development in an organization.]

Organizational Development: Prevention & Response, Part 2

Fri, 22 May 2020 13:15:53 GMT

In Acts 6:1-7 , the apostles or early church leaders were faced with a predicament. Greek-speaking widows were being neglected during the daily distribution of food within the Christian community. It was proving to be quite a distraction as they were called to preach the Gospel. Rather than downplaying the issue or instituting a quick-fix rule, the apostles prevented a church split by raising up more leaders to meet this pressing need.

Church conflict and splits can be prevented by:

Leaders who set an example as selfless servants of the flock and not “lords” who rule over people ( 1 Peter 5:1-3 ). These leaders empower and train others in their model when the needs around them increase.
Developing a culture that promotes unity and respect. One must learn how to disagree in a Christ-like manner, “agreeing to disagree agreeably.” A key question for all parties in a conflict to ask themselves is, “How can I honor, glorify, and please God in this situation?”
Teaching and training followers on the importance of unity and loving one another. The “ Golden Rule ” applies to everyone. Leaders ought to be coached on what it means to be a serving leader—thinking of others first as they go about their duties, develop plans, and make decisions.
Emphasizing the “Fruit of the Spirit” ( Galatians 5:22-23 ) as the character traits of all Christians and their standard of conduct.
Building a culture of trust through honesty and transparency.

[Next week we will look at a response to organizational conflict based on a case study from the Book of Acts.]

Organizational Development: Prevention & Response, Part 1

Fri, 15 May 2020 14:01:21 GMT

“What causes fights and quarrels among you? Don’t they come from your desires that battle within you? You desire but do not have, so you kill. You covet but you cannot get what you want, so you quarrel and fight. You do not have because you do not ask God.” (James 4:1-2)

Conflict in any organization is inevitable, it WILL happen. There are “no” conflict-free churches, organizations, or families. The Apostle James points to humanity’s sinful desires and motives as the root cause. Here are some considerations regarding organizational conflict before we look at prevention and response in future posts:

The end of a conflict is “never” the end of conflict. Where two human beings are present, there is always potential for conflict. Not only should we anticipate it but also see it as a way to grow stronger relationships.
It takes two to have a conflict. While sometimes one party is mostly to blame, it’s always up to both parties to resolve it. (Matthew 5:23-24 & 18:21-35 make that quite clear...I’ve blogged more on that here .)
With change comes the potential for conflict—prepare for it by anticipating resistance and thinking through grace-filled responses.
You will never please everyone so don’t even try. The goal is not to please people but your Audience of One. Stay focused on your shared mission and maintain loving and respectful responses with everyone.
Ignoring conflict only makes it worse. “Let sleeping dogs lie,” some say. Problem is, they eventually wake up and bite! Conflicts that fester intensify and poison relationships in an organization. Resolve differences quickly!
Leaders MUST overcome their fear of facing and dealing with conflict. Better to work through conflict than suffer the greater consequences of ignoring it!

[Next week we will discuss some key points about preventing organizational conflict.]

Organizational Development: Embracing Change to Survive and Thrive

Fri, 08 May 2020 13:22:58 GMT

All organizations begin at the entrepreneurial stage. An idea is birthed into reality and some type of organization forms around it. Certain risks are involved at the beginning of any enterprise and typically entrepreneurs experience a “dip” in success and productivity.

If an organization can make it through the initial stage it emerges to become viable and successful. Systems are generally put in place to ensure quality, efficiency, and longevity (leading to the established stage). Eventually, an organization can move into a final eroding stage if change is not embraced to ensure relevance to the original vision.

To prevent the final eroding stage, great leaders will introduce new systems and products that are in alignment with the original vision while there is momentum. This constitutes an enterprising stage running parallel with the existing system and product line that is headed toward extinction. Leadership will need to work hard at keeping both systems going (managing chaos), dealing with resistance from those who find it difficult to look into the future. Only when the eroding stage begins to occur for the first system will those who initially resisted the new one move over to that which was begun in the enterprising stage.

It’s important to note that by not changing and embracing a new system, an organization can end up changing its core vision, mission, and values. By adapting and changing, however, an organization can stay on track with the original vision.

To survive and thrive, senior leaders need to embrace healthy change and lead their organizations through it. Managing chaos is a real challenge but rewarding in the end. Periods of stability will follow each major change process, but these too may become shorter and shorter as future cultural and technological changes present themselves at an ever-increasing pace.

[Next week we will look at organizational conflict and how to both prevent it and respond to it.]

Leading Organizational Change, Part 2

Fri, 01 May 2020 13:46:51 GMT

Leading change can often involve a process. Years ago, Dr. John Kotter released an 8-step process in his seminal work, Leading Change . We’ve simplified that process slightly, keeping it to the six steps listed below:

Step 1: Create a sense of urgency. Creating a sense of urgency helps motivate people to start moving. Make sure you have honest dialogue about the issue that requires change. As more people start talking about the proposed change, urgency builds and feeds on itself.

Step 2: Cast vision for the change. When people see for themselves what you’re trying to achieve, then the directives they are given tend to make more sense. Develop a short summary that captures what you “see” as the future of your organization.

Step 3: Remove barriers to change. Removing obstacles empowers your people who execute the vision; it also helps the change move forward.

Step 4: Enable for short-term successes. Nothing motivates more than success. Give people a taste of victory early in the change process. Create achievable short-term targets, not just one long-term goal. Recognize and reward those who help hit the targets.

Step 5: Build on victories. Many change projects fail because victory is declared too early. Real change runs deep. Quick wins are only the beginning of what needs to be done to achieve long-term change. After every win, analyze what went right, and what needs improving. Set goals to continue building on the momentum you’ve achieved.

Step 6: Embed the changes in the culture. To make any change stick, it must become part of your organizational culture. Tell success stories about the change process, and repeat other stories you hear. Publicly recognize key leaders and significant contributions.

[Next week I will introduce a model for embracing change in order for organizations to survive and thrive.]

Leading Organizational Change, Part 1

Fri, 24 Apr 2020 13:05:59 GMT

He told them this parable: “No one tears a piece out of a new garment to patch an old one. Otherwise, they will have torn the new garment, and the patch from the new will not match the old. And no one pours new wine into old wineskins. Otherwise, the new wine will burst the skins; the wine will run out and the wineskins will be ruined. No, new wine must be poured into new wineskins. And no one after drinking old wine wants the new, for they say, ‘The old is better.’” (Luke 5:36-39)

Jesus understood that change is difficult and that people will resist it. Creating lasting change doesn’t happen by accident. It requires an intentional process.

Shane Hipps, former pastor and author of several books, once said at a leadership conference I attended that “the ever-changing Gospel never changes.” While at first glance it appears as a glaring paradox, his point was that the medium is the message, challenging the prevailing notion that the methods change but the message stays the same.

When Jesus told us that new wine must be poured into new wineskins, we often miss the fact that both the wine and the wineskins are new. This means that both the container and the content—both the medium and the message—are new.

Consider Jesus’ parable on the mustard seed growing to become a great tree where the birds of the air come and lodge in its branches. The seed and the tree are the same yet very different. There are aspects of the Kingdom of God and the Gospel that never change. Jesus—born of a Virgin, Son of God, Son of Man, crucified, resurrected, ascended on high, returning to claim His Bride…these aspects of the Gospel never change. But our growth in understanding this message and how it affects our daily lives and future will continue to expand and change.

Shane Hipps suggests that we become gardeners of the gospel rather than its guards (Consider the statement—“We need to defend the truth!” Do we? Will the truth lose out if we fail in our efforts?) It’s a great metaphor. Let’s nurture and cultivate new expressions of the Gospel that remain true to its DNA but affect and transform those who will not hear or understand it in an ancient, irrelevant form. Change is necessary and organizational leaders must embrace the challenge of leading their people forward, renouncing the status quo of maintaining sacred cows that are outdated/outmoded.

[Next week we will discuss six steps in the process of leading organizational change.]

Great Practices of Organizational Serving Leaders

Fri, 17 Apr 2020 11:31:37 GMT

Great organizational leaders employ serving leadership practices in their organizations:

They set the example by aligning their behaviors with stated values. Serving leaders are always modeling what they really believe.
They develop and communicate a shared vision. Serving leaders get their followers to want to join them in the journey.
They challenge the status quo through continuous improvement, experimentation, and risk management. Serving leaders are always looking for ways to take their organization to the next level.
They empower followers by giving them authority and responsibility. Serving leaders set their people up for success by removing barriers and giving them what they need to get the job done.
They provide encouragement by celebrating victories and rewarding and recognizing great effort and hard work. Serving leaders “catch their people doing the right thing” and take time to celebrate success—both at the individual and group level. They appreciate details and reward both achievement and good effort.

[Next week we will examine leading organizational change from Jesus’ perspective.]

Case Study: Steward Leaders

Fri, 10 Apr 2020 11:42:37 GMT

Last week we looked at Jesus—the Good Shepherd—as a model for serving leadership. Today we will examine what he had to say about steward leaders. In light of the traditional pyramid of leadership, shepherd leaders cast vision from the top down. Steward leaders, however, flip the pyramid to lead from the bottom up in order to best steward the vision they first cast as shepherds.

In Matthew 25:14-30 we are given several insights on steward leaders by Jesus:

Steward leaders are responsible to be productive in their calling and work.
Steward leaders have been adequately equipped to do what they need to do with what they have.
Steward leaders are not all created equal. Therefore concentrate on equal effort, not equal success.
Steward leaders are working for something greater than themselves. In other words, as their title implies, they are accountable to a master and therefore serving versus self-serving.

In closing, consider the specific responsibilities of steward leaders in light of both:

Vision and mission (Am I effectively casting the vision and empowering our people to accomplish the mission of our organization?)
People and their welfare (Do I genuinely care for our people?)
Time and opportunity (Am I wisely using my time and making the most of every opportunity to serve?)
Assets and resources (Are these being wisely allocated and invested?)
Energy and attention (Am I managing my energy for long-term impact, and, saying ‘no’ to the ‘good’ so I can say ‘yes’ to the ‘best?’)
Reputation and legacy (Am I staying aligned personally?)
Truth and teaching (Am I constantly learning and passing it on?)

[Next week we will discuss some great practices of organizational leaders.]

Case Study: Jesus as Shepherd Leader

Fri, 03 Apr 2020 13:23:21 GMT

Jesus, the Good Shepherd, gave us a model for serving leaders in John 10:1-18. First, a good shepherd is trusted by his sheep who know his voice. He enters by the proper channels (gate) and also serves as a gate to the sheepfold (for example, in Israel, sheepfolds were typically rock enclosures that had no door—a shepherd lay down in the doorway at night at risk to his own life to protect the flock from intruders). Like Jesus the Good Shepherd, we should help our flocks find pasture and ensure a high quality of life. Furthermore, we ought to defend our flocks against false shepherds and dangerous predators.

Several other key points to note about serving leaders as shepherds:

They do not own their sheep...they belong to God. It’s a sacred trust to steward well.
Shepherd leaders are recognized and followed by their sheep based on a trusting relationship.
They know their sheep intimately. Flocks are never left alone—they always have an example.
They lead their sheep to nourishing pastures for daily needs and keep them out of harm’s way.
Shepherd leaders lay down their lives for their sheep, placing their flock’s well-being and needs above their own.
They are called and committed to serving, understanding their awesome responsibility.

[Next week we will look at a case study of steward leaders.]

Organizational Shepherds and Stewards

Fri, 27 Mar 2020 12:15:33 GMT

As we begin the last section of DOING in our phase on Achieving Organizational Effectiveness , I’d like to briefly discuss the roles of shepherding and stewarding. Psalm 78:71 states that “[God] chose David his servant...to be the shepherd of his people.” In 1 Corinthians 4:1, Paul refers to stewardship when he writes: “...regard us...as servants of Christ...entrusted with the mysteries God has revealed.”

At the Reverb Network , we believe that Jesus’ standard of leadership in His Kingdom is that of servanthood with the implication that serving leaders are both shepherds and stewards. Just like parents set their children up for success with training in their early years and cheerleading after they leave the nest, so do organizational shepherds provide direction from the top and empowerment from below in order to steward the vision (click here for some examples.)

Psalm 78:72 notes that “David shepherded them with integrity

of heart; with skillful hands he led them.” A shepherd’s life was very hard. Shepherds were required to be on duty twenty-four hours a day and seven days a week to feed, guide, and protect their sheep. Constant vigilance, fearless courage, and patient love were necessary characteristics of the shepherd.

Stewardship implies responsibility and fruitfulness. The apostle Paul was passionate about fulfilling the purpose God had given him and multiplying the effects of the Gospel to everyone in his sphere of influence.

Organizational leaders at the DOING level both direct and empower. They are doers, moving from the being and knowing of serving leadership toward implementation .

[Next week we will look at a case study of Jesus as a Shepherd Leader.]

Senior Leader Responsibilities

Fri, 20 Mar 2020 13:40:11 GMT

In recent posts, we have been discussing the importance of creating a compelling organizational vision statement. Once the vision has been agreed upon, it is up to the senior leader to support followers as they implement it. Furthermore, senior leaders ought to maintain an ongoing review process for all policies, procedures, and systems. For example, over time certain issues or strategies can become irrelevant or unnecessary. Ensuring that these all come up for review or have expiration dates attached to them when first initiated will prevent bureaucratic inefficiencies, excesses, and loss of focus.

Senior leader responsibilities could be summed up as:

Removing barriers that prevent the achievement of the vision.
Providing training, resources, and accountability to ensure the successful implementation of the vision.
Revising and/or eliminating programs, policies, and procedures that no longer support the vision and mission.

[Next week we will begin the DOING section of Achieving Organizational Effectiveness with a discussion on leaders as shepherds and stewards.]

The Four Parts of a Compelling Organizational Vision

Fri, 13 Mar 2020 14:24:26 GMT

A compelling organizational vision should include a significant purpose, an ideal picture of the future, clear values, and a list of strategies and goals.

A significant purpose speaks to the ministry or business you are doing. It paints your organization’s reason for existence. Great companies and organizations have a deep and noble sense of purpose that inspires excitement and commitment. People can feel they are making a difference since they know what they are doing and why they are doing it.

A picture of the future answers the question: “What will the future look like if we are successful?” This is not simply an abstract idea but rather a mental image of what you can see with eyes of faith, believing that God has called and equipped you to fulfill your significant purpose.

Clear values speak to what will guide your decisions and behaviors on a daily basis. These need to support the organizational purpose and should be limited to less than five. Rank-ordering your values will ensure you do not have conflict when one needs to be given priority over another.

A list of strategies and goals outlines your plan to achieve your vision. It tells your members what priorities to focus on and gives directions on how to achieve them.

Once leaders clarify and share the vision, they can focus on serving and being responsive to the needs of followers who do the work to achieve the vision.

Several important considerations in closing:

When followers help create and shape the vision, they take ownership.
The more you talk about your vision and focus on it, the clearer it becomes and the more it’s understood.
As others see you living the vision, they will believe you are serious, and this will further deepen their understanding and commitment.

[Next week we will wrap up this KNOWING section with senior leader responsibilities.]

Creating an Organizational Vision Statement

Fri, 06 Mar 2020 21:55:20 GMT

Ken Blanchard tells the story of working with a big bank on its mission statement. He told them that he would like a copy to put beside his bed at night so he could get up and read it if he had trouble sleeping (it was all about the financial services they offered—mostly boring information that would put him back to sleep!). He suggested to them that they were in the peace of mind business and should include in their mission the idea of growing and protecting people’s money.

Knowing your mission (the HOW or what you do) is the first step to discovering your vision (the WHY or your destination). A vision statement creates alignment in an organization getting everyone to work together toward the same desired ends. It provides guidance for daily decisions so that people are aiming at the right target and not working at cross-purposes.

A good organizational vision statement should be designed for the organization’s unique context. Simply adapting another group’s statement and word-smithing it to fit your context does not cut it. The process of thinking through your unique context as a team and then creating your own language to capture your vision has the potential to generate passion, energy, and ownership.

Your vision statement should set high ideals or standards of excellence. It should motivate people to reach higher and farther. It should be realistic yet ambitious, inspiring enthusiasm and commitment.

An organizational vision statement must also clarify purpose and direction, answering the questions of why and where.

Finally, it should be simple and easy to understand. What’s the purpose of having a vision statement if your people can’t easily remember and describe it?

[Next week we will continue this discussion by looking at the four parts of a compelling vision.]

Model for Organizational Culture Change

Fri, 28 Feb 2020 13:42:51 GMT

In this post, we’re introducing a 5-phase model for organizational culture change:

Phase 1: Assessment—Considering the characteristics of a Healthy Leadership Culture in my post on Ephesians 4:1-16 , answer the question—“How well are we doing in each of these areas?” In this first phase we need to understand present reality by looking at both concerns and opportunities.

Phase 2: Analysis—Considering the characteristics from Ephesians 4:1-16 , what areas need improvement and what’s causing problems? In this phase we need to determine the areas needing improvement and identify the causes of problems.

Phase 3: Realignment—In this phase, structures, systems, and processes need to be reworked in the organization. Since building support for the new culture is “hard” work, expect some resistance.

Phase 4: Adjustments—In this phase refine systems and policies based on feedback to the realignment that took place in phase 3. Reinforce desired behaviors and values. Senior leaders must lead the charge in refining systems and policies to reinforce the new culture.

Phase 5: Reinforcement—Senior leaders should proactively take the following steps to reinforce the new culture, maintaining and sustaining change by:

Matching new goals, strategies, and programs with cultural values.
Hiring staff and selecting leaders whose attitude and behavior fit the preferred cultural values.
Recognizing, rewarding, and celebrating those whose behavior promotes the organization’s cultural values.
Developing and implementing an evaluation process.
Creating traditions and symbols that promote the preferred culture.
Setting the example.

Please note that quick fixes rarely work. It takes years for any organizational culture to reach its current stage and once in place is extremely difficult to change. Expect two to five years or more for successful organizational culture change.

[Next week we will discuss the formation of an organizational vision statement.]

How to Change Culture

Fri, 21 Feb 2020 12:00:09 GMT

In their book “Switch,” authors Chip and Dan Heath use the analogy of a rider on an elephant heading toward a destination to describe how to change things when change is hard. Everyone has an emotional side (the elephant) and a rational side (the rider). To bring about lasting change in an organization you need to work on directing the rider while also motivating the elephant.

Focusing on the rational side of change includes looking at what’s already working and repeating it elsewhere, concentrating on actionable steps and behaviors rather than the big picture, and constantly pointing to the destination and why it’s worth getting there.

Motivating the Elephant is all about the emotions connected to change. Get people to feel deeply and positively. Next, shrink the change by breaking it down into small steps (“big” spooks the elephant!). Finally, focus on people development in a big way by growing them and giving them a sense of identity.

To arrive at the right destination, leadership must shape the path by adjusting systems to integrate the needed changes. Everyone will need help in developing new and positive habits to anchor the changes. Finally, cheering on those who get it right (others will join) will ensure positive and lasting change.

[Next week we will introduce a model for organizational culture change.]

Because of you, the Serving Leadership Movement is spreading throughout the world!

Wed, 19 Feb 2020 03:46:56 GMT

Stephen was a victim of fear!

Your support provided the training that showed him his purpose in life.

“Thank you for all that God did in my heart through you. This is because through Serving Leadership Journey, I discovered that I was a victim of fear. But I thank God for now I am free. Also, during Phase 2 training, I discovered my purpose and I now know my calling. Thank-you brother, God bless you!" -Stephen Kutingala, Kenya

“I have listened to several leadership teachings, but honestly, I have not experienced it to the way when you taught. It was simple, fun, and articulate. You are very blessed. Do not tire because God has a good plan for you. Thanks!” -Isaac Kasyoka, Kenya

Because of you, the Serving Leadership Movement is growing in Asia!

Your support provided the training that showed him his purpose in life.

Nepal: In November, Harold Carpenter and Luke traveled to Nepal to conduct Phase 3 training for five leaders. They plan to return later this year to teach Phase 4.
Thailand: In November, Luke conducted two Phase 1 trainings in Thailand, one in Maejo and the other in Chiang Mai. He plans to return later this year.

As demonstrated here, true Serving Leadership is about serving the other. It’s following the example of Jesus who washed his follower’s feet. This style of leadership is transforming churches and communities in Nepal and Thailand.

Luke and Fred along with National Directors Alex and Daniel are planning numerous trainings throughout Africa and Asia in 2020. We need your help.

It costs about $960 to develop a leader over the for phases or just $20 per month. From our experience, each leader who goes through the four phases will teach 120 new leaders. From there, we have no way of documenting the impact, but as you can imagine, that number could run into the thousands.

Your support will help ensure that the Serving Leadership Movement will continue to grow. Checks can be mailed to PO Box 910146, Lexington, KY 40591 USA and online donations here .

Leadership Culture

Fri, 14 Feb 2020 12:50:36 GMT

Every organization has a distinct culture. Culture can be defined as the context in which all practices exist. It is the organization’s personality—“how things are done around here.” An organization’s culture refers to the values, attitudes, beliefs, behaviors, and practices of its members. It can include symbols, rituals, stories, and celebration events. A healthy organizational culture includes the characteristics described in Ephesians 4:1-16:

Members of the team each bring their “A+ game” with high levels of competence, integrity, responsibility, and accountability (vs. 1 & 16).
Humility and gentleness saturate each conversation and meeting (vs. 2).
People agree to disagree agreeably, patiently working through challenges with love for each other and the overall mission of the organization (vs. 2).
Everyone unites around a common purpose and mission (vs. 3).
Team members operate primarily in their areas of greatest strength, drawing on others to compensate for their weaknesses (vs. 11).
Everyone continually seeks to grow and develop in both people and professional skills (vs. 13 & 16).
Organizational vigilance keeps stability in tension with risk (ie. SWOT—Strengths, Weaknesses, Opportunities, Threats—analysis) (vs. 14).
Transparency and honesty (“speaking the truth in love”) are daily practiced virtues (vs. 15).

Understanding and making adjustments to organizational culture are essential for an organization to achieve long-term success.

[We will discuss changing organizational culture in our next post.]

Leadership Philosophy

Fri, 07 Feb 2020 17:20:39 GMT

At the knowing level of organizational leadership, perspective plays a key role in determining one’s vision from above and the implementation of that vision from below. Senior leaders need both perspectives—a satellite view in order to have the framework for street view discussions. Both perspectives help a senior leader appropriately apply leadership.

You can observe the same scene from two perspectives: 1) Street-view—up close and “with,” or 2) Satellite-view—from above and “not with.” For example, when making decisions or bringing solutions, you need to be up close to your people for intervention, dialogue, and application. An organizational leader who always lives above his or her people is disconnected and ultimately disrespected and unfollowed. But senior leaders also need to get away and look at situations from a big picture perspective. In that sense, they go above the fray for discernment, focus, and insight.

Key questions to ask yourself at the street-view perspective:
1. Am I seeing the issues from everyone’s specific vantage point?
2. Is there someone I need to meet privately before having a public discussion?
3. Am I sensing the emotional atmosphere present in my team and properly adjusting my tone for effective leadership?

Key questions to ask yourself at the satellite-view perspective:
1. Am I seeing how systems are interacting with each other?
2. Am I able to make objective decisions without emotional pressure?
3. Is someone else’s advice or perspective needed to help me see what I need to see?

What other questions might you add to this list? Please share them with me by hitting REPLY or (if you are reading this online) in the comments below.

[Next week we will discuss Jesus’ leadership philosophy.]

Organizational Leadership Perspective

Fri, 31 Jan 2020 16:37:14 GMT

Organizational Disciplines for Long-term Success

Fri, 24 Jan 2020 16:44:10 GMT

“Finally, brothers and sisters, rejoice! Strive for full restoration, encourage one another, be of one mind, live in peace. And the God of love and peace will be with you” (2 Corinthians 13:11).

Organizations come and go, few ever make it beyond a century of existence. While this post is not going to provide you with a surefire method of sustaining your company over the long-term, it will give you some ideas on how to set it up for success.

First, maintain a Kingdom focus by making disciples. In business, that means training people who can and will train others. Making disciples is much more than simply equipping one to be excellent at utilizing their skills. The key for any leader to disciple-making is setting a good example and clear standards.

Second, rely on God for direction, resources, strength, and courage. This means staying flexible and open to change, realizing that culture and markets are constantly in flux. Self-reliance based on past experience and personal knowledge is limiting and can prove to be ultimately futile.

Third, achieve unity by being “with” your people. This means taking time to personalize encouragement with each individual (direct reports) and making time for celebrating successes created by the team.

Fourth, measure and reward fruitfulness. People need to know that they are accountable—high expectations lead to high performance. And never forget to hand out appropriate awards and give praise where/when praise is due.

Fifth, inspire, teach, and reinforce organizational values by telling stories. Leaders collect examples of people in their organizations who get it right. They look for practical stories of ordinary people living out their values in extraordinary ways.

Sixth and last, equip and release leaders. This reminds us of our first point as leadership development is the heartbeat of discipleship. If you have an idea that will change the world, inspire, equip and empower others with that same idea. You can change the world!

[Next week we will look at how to determine your leadership philosophy.]

Stages of Organizational Decline

Fri, 17 Jan 2020 21:28:49 GMT

In Luke 14:28-33 , Jesus shared two examples of the importance of planning before undertaking any type of enterprise. His first was about having enough funds to build a tower and the second had to do with waging war. In the first situation, any builder worth his salt will estimate the cost and make sure enough funds are available to complete the project. In the second, a military leader will first see if he has the capacity to take on a foe before engaging the enemy; otherwise, he will ask for terms of peace.

Jesus concludes that one must be willing to give up everything in order to be his disciples. There’s a cost to consider before undertaking this serious decision to follow him wholeheartedly for the rest of your life.

Unfortunately, many companies are not willing to pay the price to remain efficient, relevant, or sustainable. Not counting the cost (or willing to pay it!), these organizations decline in stages marked by:

Pride born from success leading to a sense of entitlement.
Undisciplined pursuit of more leading to lack of well-trained and competent leaders.
Denial of risk and failure to properly analyze the data.
Looking for a quick fix instead of making fundamental changes and realignment.
Abandoning hope after quick fixes fail leading to organizational irrelevance or death.

[Next week we will look at organizational disciplines needed for long-term success.]

Credibility—The Foundation of Leadership

Fri, 10 Jan 2020 15:25:18 GMT

Some would question why Jesus is considered a great leader. The church, after all, didn’t begin till after he went back to heaven. Furthermore, one of his guys turned out really bad. But consider this: ten of the twelve disciples, according to Christian tradition, became martyrs for the cause. Not to mention the millions of other followers down through history that had given up their lives for this movement. The organization Jesus began is thriving today, in fact, it’s greater in numbers and influence than any other entity in the world. Did Jesus have credibility? Absolutely!

Credibility is the quality of being trustworthy and believable due to your integrity and character. Most people are looking for credible leaders—they admire those who are:

(1) Honest: they tell the truth and “do what they say they will do.” Jesus was never sidetracked from his mission of going to the cross (See Matthew 16:21-23 and Luke 9:51 ).

(2) Forward-looking: they think ahead, living in the present but staying focused on the future. Jesus prepared his disciples for the persecution they would face, grounding them in the reality of the present with both hope and encouragement (see Matthew 10:16-20 and John 14:1-4 ).

(3) Inspiring: they raise others to higher levels by helping them dream and move forward to reach their goals. Jesus set his disciples up for success (see Matthew 4:18-22 and John 14:12 )

(4) Competent: they continually improve their skills and expertise. Jesus grew in favor with God and people, doing only what the Father revealed to him (see Luke 2:52 and John 5:19 ).

Credibility, like reputation, is something that is earned over time. It does not automatically come with the job or the title. The credibility foundation is built brick by brick, a little at a time, as we prove ourselves to those we lead. Followers of credible leaders willingly follow a common purpose. Threats, power, position, and money do not earn commitment; they only earn “compliance,” and compliance can never produce greatness.

The Apostle Peter is talking about credibility when he exhorts leaders to, “Be shepherds of God’s flock that is under your care, watching over them—not because you must, but because you are willing, as God wants you to be; not pursuing dishonest gain, but eager to serve; not lording it over those entrusted to you, but being examples to the flock” (1 Peter 5:2-3).

[Next week we will discuss stages of organizational decline as a result of poor leadership.]

Humility—The Secret of True Greatness

Fri, 03 Jan 2020 13:52:32 GMT

In Matthew 8:5-13 , a centurion with great authority and power asked Jesus for help regarding his paralyzed servant. What especially surprised Jesus was this leader’s humility evidenced by his complete faith and trust in Jesus’ authority and power. The centurion recognized who Jesus really was and saw himself unworthy in light of Jesus’ greatness. In his words—“Lord, I do not deserve to have you come under my roof. But just say the word, and my servant will be healed.”

Jim Collins describes great leaders as having both will and humility. Will is the determination to follow through on a vision, a mission, and goals. Humility is realizing that leadership is not about the leader; it’s about the people they serve, and what they need.

According to Collins, when things go well for typical “self-serving” leaders, they look in the mirror, beat their chests, and tell themselves how good they are. When things go wrong, they look out the window and blame everyone else.

On the other hand, when things go well for “serving” leaders, they look out the window and give everybody else the credit. When things go wrong, serving leaders look in the mirror, take responsibility, and ask questions like: “What could I have done differently?” or, “Did I fail to train adequately or provide enough resources?”

The antidote for pride and fear is God’s unconditional love. We can’t control enough, sell enough, make enough money, or have a high enough position to get God to love us any more. We have all the love we need. We simply need to accept it and allow God to channel His love through us to others. This is how we become clothed with humility and attain true greatness.

[Next week I will talk about credibility—the foundation of leadership.]

2019 in Review

Fri, 27 Dec 2019 14:47:40 GMT

God’s grace and your partnership have made this a great year for the Reverb Network! We’re grateful for:

Our new national director Alex Freeman in Liberia (and Guinea) and a number of serving leadership cohorts that are continuing to develop and expand both in the cities and rural areas.
Our Uganda National Director Daniel Byamukama and his leadership team who have set a goal to start a serving leadership cohort in all 10 towns in their region. We’re also grateful that Reverb Network Uganda now exists as a non-profit entity in this country.
Alex Sokori in South Sudan who pastors and develops leaders despite all the chaos and turmoil in his civil-war torn country. Only recently has he been able to return with his family from a refugee camp. His long-term goal is to launch new cohorts in three other regions of his nation.
Dr. Bella Guillaume in Cameroon as he continues to expand serving leadership cohorts (in French) with the assistance of Daniel Byamukama from Uganda. Please continue to pray for our English speaking leaders in a cohort from the Cameroon Baptist convention; their continued training in Phases 3-4 is still on hold due to the on-going civil war in their nation.
Pastor Prince Ubi in Nigeria and his cohort of 40 leaders have trained 380 leaders and launched three new cohorts and 40 coaching groups that are meeting each month.
Ndizeye Richard and his team of 40 leaders in Burundi who have launched six more cohorts, three which have completed Phase 2 and three that have completed Phase 1. Their long-term goal is to launch a serving leadership cohort in every province in Burundi.
45 leaders trained in the Democratic Republic of the Congo (DRC) by our Ugandan National Director, Daniel Byamukama, who have gone on to launch two new cohorts this year.
The opportunity Fred Waggoner had to travel to Kenya in early December to conduct a Phase 2 training alongside key leader Elijah Ombati for a group of 40 leaders. This group of 40 leaders represents 22 different churches where they have been teaching Phase 1 material to their local leaders.
The privilege Harold Carpenter and Luke Kuepfer had to conduct a Phase 3 training in Nepal with key leader Man Tamang and his team.
The two groups in Thailand Luke Kuepfer trained in Phase 1.

TRANSLATIONS UPDATE: We have currently Phases 1-3 translated into French, and most of Phase 1 in Luganda and Thai with ongoing work in all three languages.

Your help is essential to keeping the Serving Leadership movement growing in 2020. With your support families, churches and communities will continue to be impacted for the gospel. Your donations will support our annual budget of $32,000 next year to keep our movement going, support our National Directors in Uganda and Liberia, set up directors in Nepal and Cameroon, and fund several ongoing translation projects. Checks can be mailed to PO Box 910146, Lexington, KY 40591 USA and online donations here .

Emotional Intelligence

Fri, 20 Dec 2019 11:24:29 GMT

Leaders who have Emotional Intelligence (EQ) display situational awareness and emotional connectedness—two vital skills for building relationships with followers. Situational awareness is the ability to understand a situation as it is developing, analyze it, and make necessary decisions or predict outcomes. Emotional connectedness refers to the ability to build relational bonds with others, sense their needs, and respond with empathy.

EQ can be defined as the capacity for recognizing our own feelings and those of others, thus responding in such a way that everyone is treated with dignity and respect. People with high EQ motivate themselves, managing their emotions and adapting them to the environment around them.

Successful leaders avoid five prideful traps that negatively affect their ability to lead:

Not asking for feedback or ignoring it when it is given,
Overvaluing technical skills or expertise at the expense of relational skills,
Hiring, promoting, or cultivating a team that is made up of people similar to them in background, race, gender, age, strengths, values, or worldview,
Meddling and micromanaging one’s followers instead of trusting them, and
Constantly changing priorities and direction—making requests for urgent but menial tasks with unreasonable deadlines.

Jesus’ exposure of the Pharisees (see Matthew 23) provides examples of organizational leaders with low EQ caught in these traps. The Pharisees placed undue pressure on others without leading by example (vs. 4). They sought their own honor without respect for others (vs. 5-7). They attempted to excuse themselves from personal responsibility through faulty reasoning (vs. 16-22). The Pharisees ignored crucial matters by focusing on the irrelevant (vs. 23-24). They were hypocrites, appearing as good on the outside while completely vile inside (vs. 25-28).

[Next week I will share a case study from the gospel of Matthew on humility found in a leader in whom it was least expected.]

How Pride & Fear Affect Organizational Leaders

lukek@reverbnetwork.org (Luke Kuepfer) — Sat, 14 Dec 2019 01:10:45 GMT

Pride and Fear prevent us from becoming godly organizational leaders. When our pride and ego get in the way we begin to seek credit for our accomplishments to promote our way to the top of the organization. Our pride makes us defensive rather than admitting mistakes. We become “controllers” of others rather than supporting them in accomplishing the mission. Fear causes us to avoid conflict rather than seeking the truth and standing on it. We become consumed with our own shortcomings and are hard on ourselves. We end up spending a great deal of time protecting ourselves and our reputations.

Fear-driven leaders are often referred to as “do-nothing bosses.” They are described as “never around, always avoiding conflict, reactive, and not very helpful.” They don’t embrace diversity of people or opinions but rather seek to maintain the status quo. The solution is HUMILITY as seen in the following verses:

Matthew 23:12 teaches us that humbling ourselves leads to exaltation.

Romans 12:3 tells us that we must think of ourselves with sober judgment according to the measure of faith God gave us.

2 Timothy 1:7 reminds us that God’s Spirit does not make us fearful or timid, but rather gives us power, love, and self-discipline.

[Next week we will discuss emotional intelligence and the vital role it plays in organizational leadership.]

Join Us in Developing Leaders Around the World!

Fri, 06 Dec 2019 11:08:50 GMT

“The Serving Leadership journey completely transformed my leadership methods. It changed me from saying “I” to saying “we.” It has completely changed my life and leadership.” -Daniel Byamukama, Serving Leadership Graduate and Uganda National Director

Dear friend,

We are getting requests from leaders all over the world wanting to join in the Serving Leadership development journey. They are seeing the importance of changing their leadership methods to really impact their communities with the Gospel.

But, it’s more than we can do by ourselves.

That’s why in the past year we have appointed two National Directors—Daniel Byamukama in Uganda and Alex Freeman in Liberia.

Having National Directors on the ground is essential to keeping the Serving Leadership movement growing and thriving. They are teaching and showing by example how to lead, love and serve like Jesus.

Our goal in 2020 is to appoint two new National Directors in Cameroon and Nepal. To do this, we need your help!

They can go to places and speak to leaders that we can’t. These brothers have a passion for their people and this is an opportunity for you to equip and empower them to spread the Serving Leadership movement.

For each new leader they develop, these leaders go on to develop even more Serving Leaders. From our experience, each leader who completes the four phases of the Serving Leadership journey will go on to develop over 100 more new leaders.

As you know, the political situations in these countries can be very unstable. For now, we have an open window to establish these positions to provide leadership for years to come. These National Directors will ensure that upcoming church leaders will get the training and coaching that they will need to be successful. Your generous support will make this happen.

Each National Director costs just $667 per month. This includes a small stipend (we only ask them to work part-time) and travel expenses. Often they travel by bus or motorcycle to the remotest areas to develop leaders and form Serving Leadership cohorts.

Here’s how you can help:

For just $55.58 per month for a year, you can cover the cost of one National Leader for one month. If just 12 people commit to this, the yearly cost will be covered. Make out a check to the "Reverb Network" to cover the cost for one month ($667) or a whole year ($8000) and mail it to PO Box 910146, Lexington, KY 40591 . Or, include a check for any amount to go towards funding a National Leader. Online giving here .

Or, if you prefer, include any amount for where needed most.

The Serving Leadership movement is changing how the global church is reaching out to their communities around the world. Addicts are being helped, orphans and widows are receiving care, and the poor are fed and clothed. This grassroots movement can effect real change where it is needed most–in the hearts of the most downtrodden people in the world.

Thank you for being the power behind this work. We could not do it without you!

With gratitude,
Luke Kuepfer,
President, Reverb Network

PS. Your gift will not only help with appointing new National Directors, but it will also help in many other ways. The Serving Leadership movement will transform how leaders affect change in their communities. Thank you for your prayerful consideration. This is not going to happen without your support.

Serving Leadership Foundational Concepts

Fri, 29 Nov 2019 16:18:25 GMT

Organizational leaders do not develop overnight; they begin the serving leadership journey by leading self—building character and competence—which leads to credibility and trust (Character + competence / Time = Trust). Trust gives organizational leaders the “capital” to lead others. They build trusting relationships with others (one-on-one), bringing those relationships into a team and building community, and finally they equip and develop their people to achieve effectiveness and unity around a common purpose (see Jesus’ repetitive prayer for unity in John 17:20-23 and the common purpose He had for all disciples in His famous last words—“The Great Commission” of Matthew 28:18-20). They never get off the journey but learn to lead at higher levels with self, others, teams, and the organization.

Leadership Framework (The Pillars of “Be-Know-Do” are sustained through Disciplines built on the foundation of Jesus Christ):

BE refers to our character and competence...serving leadership begins in the heart with our motives.
KNOW refers to our knowledge, beliefs and assumptions about serving leadership.
DO refers to our actions and behaviors as serving leaders.
DISCIPLINES are daily processes or habits we engage in to keep us on track as serving leaders.

The leadership framework helps us understand how to lead, love, and serve like Jesus at an organizational level. Senior leaders need to focus on the framework for themselves personally to effectively lead at an organizational level. Also at this level, leaders work with a “team of teams” and not just with a particular group or individuals. John 17:17-19 highlights Jesus’ desire for His disciples to be sanctified by truth as they go out and begin establishing a movement of the Kingdom of God in all the world.

The final foundational concept concerns the two roles of serving leadership:

Shepherding : Organizational leaders feed their flock God’s truth, protect them from false teachers, care for them in times of trouble and hardship, and guide them to accomplish His purposes.
Stewarding : Senior leaders manage and lead what is not their own, knowing that they will give an account to the Lord who is owner and ruler of all. Serving leaders are stewards who are entrusted with great responsibility to build God’s Kingdom.

[Next time we will begin to look at the BEING of organizational leadership with special attention given to the dynamics of fear and pride versus humility.

Relational Versus Positional Influence

Sun, 24 Nov 2019 05:02:06 GMT

Leaders that lead, love, and serve like Jesus must use their power and influence to serve others and accomplish the mission God has given them. They ultimately do it for God’s glory and not for personal glory or to serve their own selfish interests.

There’s a sharp contrast between Positional Influence (PI) which relies primarily on titles and official authority and Relational Influence (RI) which is based more on relationship and reputation/credibility. Positional influence is not a bad thing—we all have positions designated to us or assumed by us (father/mother, manager, boss, pastor, etc.). Problems arise when we rely solely on positions for authority and neglect to invest in relationships and lead from that basis.

PI typically has resources at its disposal whereas those with RI need to rely more on their expertise and experience. Often PI will give out rewards or punish to motivate followers whereas RI will use persuasion to get followers’ support. PI may withhold information and knowledge to gain power over followers. On the other hand, RI has “influence” power because of personal credibility. PI relies heavily on established systems and processes to get things done whereas RI builds consensus among followers, getting them to cooperate and unite around a mutual understanding.

If you hold any position of leadership, don’t primarily rely on your title or status to accomplish or enforce something. Rather, lean into the power of your relational influence. You might just be surprised at how little bearing your position has on getting things done or on convincing people to jump on board with your vision and mission.

Key question for discussion: How have you observed senior leaders positively lead their organizations with both positional and relational influence/authority?

[Next week we will review some basic concepts that form the foundation of our material.]

Phase 4: Achieving Organizational Effectiveness

Fri, 15 Nov 2019 15:11:47 GMT

Phase 4 focuses on organizational leaders effectively serving their people to bring about unity around a common purpose resulting in successful movements. Serving leadership movements are begun by those who dream with others about accomplishing something bigger than themselves. They are not content with the status quo and therefore act on their shared hope for the future. Serving leaders let go of their egos and sacrificially commit to launching a compelling vision. A passion for power and position is replaced with a spirit of service, humility, flexibility, and cooperation.

Sometimes the best way to understand a positive model is by looking at a case study of failure. Rehoboam, son and successor to King Solomon, led poorly in his father’s shadow due to listening to his peers rather than the advice of his elders (2 Chronicles 10:1-19). He chose to show the people “who was boss,” using his power and authority as a weapon to punish them. Rehoboam tore the kingdom in two and ultimately lost his ability to lead because of misuse of power which destroyed trust.

Our key leadership text at the Reverb Network on which we base our core concepts is Matthew 20:25-28. Here Jesus introduced his serving leadership paradigm to the disciples, dismissing the lording model that seeks to be served rather than serve. As an organizational serving leader, Jesus multiplied his influence by serving his disciples, setting them up for success (see John 14:12). He developed others to begin movements. Christianity— now the largest entity in the world —is evidence of his model’s success.

Key questions for discussion:

How do senior leaders/organizations lord it over followers?
How do good listening skills of senior leaders build trust?
How should leaders determine their advisors? (see Proverbs 11:14 & 15:22)

[Next week we will discuss positional versus relational influence.]

Phase 4: The Big Picture Before We Begin

Sat, 09 Nov 2019 00:17:56 GMT

Phase 4 is all about achieving organizational effectiveness through serving leadership. However, one must first consider the importance of developing themselves, then those around them, and finally teams, before expecting success at the organizational level.

Leadership development does not simply happen at an event. Nor does it happen in a moment. Leadership development is a journey. Leaders develop over time as they learn, apply, adjust, and fail forward. Leadership mentors and coaches are often a vital part of the journey who provide training and encouragement along with their example.

Like Jesus, leadership coaches and mentors recruit and select potential candidates for leadership development. This is where the journey begins.

The Serving Leadership Journey consists of several stages of development:

Beginning —a serving leader’s influence expands as they develop.
Growing —no matter what stage leaders are at, they are always developing.
Maturing —maturity is not based on how much people know, but rather on what people are doing with what they already know.
Reproducing —everyone should be passing on what they are learning from the very beginning of their journey.

Coaches and mentors provide several training phases to developing leaders along the way:

Phase 1: Beginning the Journey / Leading Self —the leadership journey begins with the personal development of character and competence.

Phase 2: Developing Trusting Relationships / Leading Another —as leaders develop personally, they become people worth following, connecting with others in trusting relationships.

Phase 3: Building Effective Teams / Leading a Team —as leaders develop trusting relationships, they unite those with like purpose into a community of trusting relationships.

Phase 4: Achieving Organizational Effectiveness / Leading an Organization —leaders with expanding influence build organizations around a common purpose to impact the world with positive change.

[Next week we will begin diving into the Phase 4 material. If you are interested in bringing this 4-Phase program to your area or country contact the Reverb Network here .]

Reverb Network Newsletter (Fall 2019)

Fri, 01 Nov 2019 13:40:11 GMT

The Reverb Network Mission

Our mission at the Reverb Network is to provide leadership training, consulting and coaching to faith-based and non-profit organizations as well as to business groups and other associations for the purpose of creating a serving leadership culture in all spheres of society. Simply put, we develop serving leaders.

In this edition of our newsletter, we’re going to share with you an interview one of our board members conducted with a pastor in Nepal who has been hosting our 4-phase training program for the last two years. At the end of this year, we will be conducting Phase 3 with him and his team.

We’d also like to invite you to watch a short two and a half minute video that shares our vision at the Reverb Network. You’ll get a glimpse of a pastor’s “throne” and hear how this pastor pledged to change his style of leadership publicly to his congregation after hearing our presentation on serving leadership.

An Interview with Pastor M

Recently Reverb Network trainer and board member Harold Carpenter interviewed Pastor M from Nepal:

Harold: Pastor M, you have always shown the heart of a servant leader. What has captured your interest in the serving leadership material?

M: The main thing in the serving leadership material that really touched and captured my heart is that this leadership material teaches us to be servant leaders as Jesus himself was and to serve and lift others up. Many a leader today is seen as the boss; that leaders should be on the top and not below their followers. I discovered that this principle is the heart of this leadership training.

Harold: What steps have you taken to implement the principles you have learned in the training of your people?

M: Since learning that I am a servant, I am doing my best to serve the people of God and teaching them to do likewise.

Harold: Nepal has one of the fastest-growing Christian populations in the world. How do you see the serving leadership material helping Christian leaders and workers become better disciple makers?

M: Yes, Nepal has one of the fastest-growing Christian populations in the world. The Lord is saving his people and churches are having new converts. Unfortunately, not all are becoming disciples. I think that making disciples is not just a matter of teaching but it also needs to be lived out. What we teach we must model. These serving leadership materials challenge us as leaders to first “BE” and set an example. We learned that leadership begins with leading self. People learn more through seeing than only through hearing. So, I believe that these materials will surely help Christian leaders and workers become better disciple makers.

Harold: What do you see as the greatest need in discipling the new believers?

M: I think that Christian leaders have to focus on discipling new believers and have to spend time making them disciples. In the context of Nepal, we are just focusing on evangelism and conversion. When someone accepts the Lord we baptize them after a few days. After that, they join the Saturday/Sunday services and hear the word of God only once a week. That is all. So we need discipleship courses and leaders who emphasize discipleship.

Harold: There is some resistance to the spread of Christianity in Nepal. How can believers be strengthened to face this danger?

M: When someone is rooted in the word of God, then he or she can stand firm even in the time of persecution and opposition. The only way to strengthen believers in such situations is to encourage and teach them to be faithful even to death showing the example of disciples. It’s also good to look at the example of other Christians in other countries who are suffering for the sake of the gospel.

For just $20/month you can help develop serving leaders!

It costs approximately $1000 to develop a leader over four phases—that breaks down to around $20 per month for four years. From our experience, each leader who goes through the four phases will teach 120 new leaders. That’s a great investment! From there, we have no way of documenting the impact, but as you can imagine, that number could run into the thousands. Change the world by going deep with the few!

CLICK HERE TO DONATE ONLINE

Steps to Disciple Your Team Members

Fri, 25 Oct 2019 13:36:01 GMT

Team leaders are responsible to not simply teach and train but to develop and disciple their team members into disciple-makers according to the 2 Timothy 2:2 model— “And the things you have heard me say in the presence of many witnesses entrust to reliable people who will also be qualified to teach others.”

In our final post on Phase 3 (“Building Effective Teams”), we’re using the English word DISCIPLE as an acrostic to describe the key pieces that go into developing disciple-makers .

D - Developing intentional relationships with individuals meets specific needs and learns particular strengths.

I - Identifying individual levels of spiritual maturity allows you to introduce specific challenges for further growth.

S - Supplying the team with spiritual support both by one’s example and also through consistent encouragement.

C - Communicating spiritual truth and inspiration keeps the vision alive and aligned with what matters most.

I - Incorporating team members into the team and local church as visionary influencers and supporters.

P - Praying daily for each member’s ongoing growth and protection from evil.

L - Looking for opportunities to expand each individual’s success by clarifying and developing their spiritual gifts.

E - Enlisting each team member into ministry opportunities that arise both within the team and without.

[Next week we will post the REVERB NETWORK fall newsletter, featuring an interview with a pastor in Nepal who is part of the 4-phase serving leadership development program.]

Fear and Pride Issues at Each Level of Team Development

Fri, 18 Oct 2019 16:37:40 GMT

Both team members and team leaders will struggle with fear and pride while interacting with each other on a team through all stages of development.

Team members at the beginning stage are inexperienced and need leaders to help them develop and mature. They are prone to false pride and arrogance, needing to see the importance of sharing information rather than hoarding it for the sake of power. At the beginning stage, team members also need to get over their fear of failure and looking foolish. Team leaders primarily provide directive teaching at this stage. They need to guard against impatience and making quick judgment calls. Often at this stage, it’s easy to overlook details that are so common to the leader but very new to the team members. If team leaders delegate too soon, they set their team members up for failure.

At the growing stage, team members face discouragement over failure or lack of progress. The benefits of working alone may seem greater than that of teamwork. Team members can easily lose faith in themselves and also feel frustrated at their leader’s seeming inability to manage and maximize team effectiveness. At this stage, team leaders need to be careful they don’t express frustration but rather encouragement. They need to look ahead at the big picture rather than set unrealistic expectations in the present. A big challenge for them at this stage is fearing that their supporters may be critical of their ability to lead.

At the maturing stage, team members often struggle with commitment (due to pride in their individual performance), fear of trying something new (due to current successes), and competition from other team members. Team leaders may struggle with a lack of concern or a minimal awareness of team challenges due to their lessening involvement and shared leadership. They may draw back from confronting groupthink or calling out other team challenges due to not wanting to upset a team that is experiencing greater momentum. Team leaders may also fear at this stage that they will be passed over for promotion as shared leadership in the team increases.

At the reproducing stage, team members can become complacent on one hand or burn out on the other due to not balancing their work with rest. Because they’re experiencing great success and need little input anymore they may also be unwilling to accept feedback. Team leaders at this point will struggle with competition from their other leaders on the team and may begin to withhold information or recognition as a result. They may also fear that they’ll be replaced by someone better than them on the team.

[Next week we will look at some practical steps in discipling team members.]

Serving Team Leaders’ Skills: Delegation

Fri, 11 Oct 2019 12:34:53 GMT

Last week I mentioned in my post the importance of delegating, not “dumping” (passing off tasks you don’t like). A serving team leader first considers whether or not a task should be delegated. For example, the following tasks should NEVER be delegated:
(1) Praise and recognition of team members.
(2) Conflict resolution and difficult team member issues.
(3) Tasks that only the leader’s skill set can achieve.
(4) Decisions that only can be made by the leader.

Next, a serving team leader will consider the goal, benefit, and risk of delegating a task. Will the overall goals of the mission be achieved more effectively and efficiently through delegation? Do the benefits of delegation outweigh what’s gained by doing it oneself? If the person with the delegated responsibility fails, what are the ramifications?

Team leaders must also consider the amount of time needed for training before delegation occurs. Team members’ abilities and skills must be assessed and appropriately matched. Authority and responsibility need to be clearly defined along with proper limitations.

Finally, team leaders should institute a process that will be used to follow up and measure progress.

In summary, make sure delegation is done correctly by:
(a) Setting a clear goal or objective.
(b) Assigning projects or tasks, identifying milestones, and helping decide completion dates/times.
(c) Providing necessary instructions and guidance.
(d) Clearly stating the level of authority granted to the team.
(e) Following up and providing feedback.

[Next week we will discuss the ego issues that can occur at each level of leadership development.]

Serving Team Leaders’ Skills, Part 2

Fri, 04 Oct 2019 12:17:04 GMT

Last week we discussed the skill of performance coaching. Today we’re taking a brief look at the skills of managing conflict and dealing with difficult people, communicating effectively, and empowering and delegating.

One of the most challenging skills of a serving team leader is resolving conflict. This skill involves prayer, exploring everyone’s position, seeking alternative solutions, collaboration for win/win compromises, and the expulsion of any resentment or unforgiveness. Sometimes that’s as simple as coaching team members to express “I’m sorry” and ask for forgiveness. In Matthew 18:15-17, Jesus gave us an excellent model to follow in dealing with difficult people.

Another skill is communicating with simple, clear, and concise messages. As a team leader, you must not speak recklessly and carelessly (see Proverbs 12:18 ) or simply air your own opinions (see Proverbs 18:2 ). Select the right place and time. Demonstrate trust and care by listening first (see Proverbs 18:13 ). Check your motives when confronting. Ask people to do things instead of telling them.

Another skill is empowerment and delegation. To accomplish a vision greater than yourself consider Jethro’s advice to Moses to help him in the enormous task of settling Israel’s disputes (see Exodus 18:17-26 ). Furthermore, copy Jesus’ model in Luke 9:1-6 and 10:1-17 where he delegated his kingdom work to the 12 disciples and 70 appointed ones.

Several clarifications regarding this last skill:

(1) Delegating is giving responsibility and authority for specific tasks and holding people accountable for results.
(2) Assigning is appointing someone with menial duties that don’t require initiative or growth.
(3) “Dumping,” is neither delegating or assigning, rather, it is a negative skill that amounts to passing off tasks you don’t like or giving too many instructions on how to accomplish a task.

[Next week we will further define delegation with a list of things that should never be delegated.]

Serving Team Leaders’ Skills, Part 1

Fri, 27 Sep 2019 14:39:40 GMT

One of the main skills of a serving team leader is performance coaching, including an ongoing focus on the vision or big picture. Team leaders must provide the overall direction and goals of the team, making sure to set very clear expectations. Coaching for better performance can only happen when expectations are constantly stated and made clear.

In Luke 9:1-6 and 10:1-20, Jesus sent out two groups of disciples. In both situations, he gave very clear instructions and set expectations. In the latter passage, he conducted performance coaching, redirecting the basis of their joy.

Related to this skill is praise for performance; it should be immediate and specific. Note Jesus’ feedback to Peter in Matthew 16:13-19. The longer you wait to give approval the less impact it will have.

Poor performance also needs to be corrected and redirected. In Mark 10:13-16, Jesus immediately corrected the disciples regarding their attitude and posture toward children. Like praise, correction should be done as soon as possible after wrong behavior is observed. Be specific. Express your feelings and the negative impact their behavior had on the team and the mission. Focus on the behavior rather than attacking the person. Lastly, reaffirm your belief in them and what you expect of them in the future.

In conclusion, always give evaluation and feedback on performance—both positive and negative. Don’t avoid conflict; deal with it according to Matthew 18:15-17. In light of conflict, consider asking the following questions:
(a) What is positive about the other person/position?
(b) Why am I taking my position? Is the report true, or is there something behind it?
(c) What is most important in this situation?
(d) What alternative solutions are there? Which of them could I live with?
(e) How have I contributed to this situation? Do I need to repent of anything?

[Next week we will look at a few more skills of serving team leaders.]

What Serving Team Leaders DO

Fri, 20 Sep 2019 12:11:18 GMT

Team leaders help their team implement the vision through both directive and supportive roles.

During the FORMING (beginning) stage, the team leader helps team members understand expectations, team goals, where the team is headed and why, and specific roles for each member. The leader instructs, answers questions and works hard to establish trust, modeling acceptable behavior.

During the STORMING (growing) stage, the team leader helps members manage issues of power, control, and conflict. Members also need help with communication: collaborating and compromising to make win/win decisions and handle disagreements agreeably. Team leaders focus on common goals, reinforce the vision, mediate conflict, help guide decisions, and provide individual and team recognition/praise.

During the NORMING (maturing) stage, the team leader helps a team grow and increase in fruitfulness by pushing the team in terms of decision-making and problem-solving. With trust established at this stage, members default to doing whatever it takes to keep a positive culture rather than moving forward. Therefore members need encouragement to engage in healthy debate and welcome ongoing feedback. Roles may need to be adjusted and leadership is shared for different projects or tasks.

D uring the PERFORMING (reproducing) stage, the team leader empowers members to expand their team or multiply it, encouraging innovation and continuous improvement. If a lot of new members join an existing team, sometimes it requires a return to the forming stage to help new members adjust. Team leaders give general guidance rather than specific instructions, just like Jesus did in the “Great Commission” (Matthew 28:18-20) compared to his specific directives found in Luke 9-10.

[Next week we will look at some skills of serving team leaders.]

Disciplines of Thriving Team Leaders

Fri, 13 Sep 2019 10:48:11 GMT

Team leaders create environments where their team members can grow, produce great results, and experience increasing joy. This takes discipline, consistency, and intentionality.

First, they keep the team focused on the mission, “keeping the main thing the main thing.” It’s so easy to get off on tangents, doing good things at the expense of what’s best.

Second, they arrange team member roles with weaknesses and strengths in mind. Last week I talked about “getting the right people on the bus and into the right seats.” Teams that thrive are comprised of people with complementary strengths and weaknesses.

Third, team leaders give careful attention to how decisions are made and team meetings are conducted. Prevent meetings from going too long (hint: have everyone stand when aiming for short meetings), and keep them agenda-driven. One way to ensure you don’t lose focus is by assigning two people (other than the meeting leader) the roles of gatekeeping (calls out people who get off subject) and timekeeping (when agendas have timed items the timekeeper warns when time is about up and calls for action when it is up—issue gets tabled for further discussion at another meeting or a decision is made). Remember that action-oriented meetings will create energy. Delegate tasks with deadlines, specified responsibility, and accountability to ensure that future meetings are not repeats and a waste of time.

Fourth, rely on empowerment and inspiration versus micromanagement, top-down control, and demand. Lead, love, and serve like Jesus.

Fifth, create a culture where your people can win and advance in the Kingdom according to their ability. Set them up for success. When they win, you win!

[Next week we will begin the DOING section of our Phase 3 material with a look at what serving team leaders do.]

Getting the Right People on your Team

Fri, 06 Sep 2019 11:23:06 GMT

In his book, Good to Great , Jim Collins popularized the idea that we must first get the right people on the bus (team), the wrong people off, and the right people in the right seats before figuring out where to drive it. Getting the right people on your team and properly assigning roles really is a big deal. Putting a passenger who has never driven a bus behind the wheel is not a good idea. For many teams and organizations, roles are assigned based on seniority rather than skillset or gifting. If a person has been around for a while, then obviously they deserve a leadership position. Not so. Placement according to gifting, capacity, and strengths should be the guiding principle.

More importantly, however, is first assessing potential team members and placing them in an environment where everyone succeeds and the team moves forward on its mission. This leads us to a discussion on the qualities of people needed on Kingdom Teams.

First and foremost is character defined by integrity. Paul used a dual metaphor of a runner and boxer in 1 Corinthians 9:24-27 to highlight this essential (see also Hebrews 12:1). You need people of character on your team.

Second is competence. You don’t recruit golfers for your football squad. You need people on your team who can leverage their strengths for the sake of the mission. A skill set to achieve the required tasks is essential.

Third is chemistry. You need people on your team who have the ability to adjust or get along with other personalities. This means that sometimes people will agree to disagree, but they will do so agreeably.

Jesus built a team of very different individuals and personalities. Consider Matthew—collaborator with Rome as a tax collector—getting along with Simon the Zealot—one who hated Rome and wanted it overthrown. Jesus formed these men into a team that went out and “turned the world upside down” (Acts 17:6). And never forget that even Kingdom teams will still have problems (Jesus had Judas).

[Next week we will wrap up the KNOWING section with a look at disciplines of teams that thrive versus survive.]

Moving Toward Team Effectiveness, Part 2

Fri, 30 Aug 2019 11:44:12 GMT

Last time we introduced the idea of a team moving toward effectiveness through the forming, storming, norming, and performing stages. Today we’re looking at how Jesus led his team through each stage.

In the forming stage, a team has lots of excitement and anticipation for the vision but little ability to accomplish it. Team leaders should focus on relationship basics and the core concepts of the vision. Jesus first delivered the Sermon on the Mount ( Matthew 5-7 ) to his new team of disciples before modeling his principles through healing, casting out demons and preaching. He then sent them out to do likewise (see Luke 9-10 ).

In the next phase, productivity typically goes down as the team goes through a storming stage. This may include interpersonal relationship issues (see Luke 9:46 ) or failures in performance (in Matthew 17:14-21 , the disciples could not cast out a demon as they had before). Despite being trained and empowered, Jesus’ disciples had encountered failure. It happens to all teams, even those with great leaders. In both cases, Jesus gave further teaching and coaching.

In the norming stage, team members partner with the team leader to produce greater results than what each one can do alone. This was Jesus’ goal as he equipped and sent out his disciples ( Luke 10:17-21 , John 14:12 ).

The final performing stage of a team is defined by extraordinary results and multiplication. The return on Jesus’ investment in his disciples is evident throughout the book of Acts as the Kingdom expanded (see Acts 1:8 & 17:6 ). At this stage, team leaders become cheerleaders, focusing on a support role. Jesus accomplished that when he returned to his Father and sent the Holy Spirit at Pentecost (see John 16:7 & Acts 2:1-4 ).

[Next week we will discuss three essentials for a healthy team.]

Moving Toward Team Effectiveness, Part 1

Fri, 23 Aug 2019 16:08:48 GMT

A team has a number of challenges to overcome as it moves through the forming (beginning), storming (highly difficult and challenging time), norming (cooperation), and performing (high production) stages.

There’s lack of trust, little or no commitment, few results to build on, fear of conflict, and no accountability structure. Before the challenges are overcome, the team will often “dip lower” in productivity in contrast to what was accomplished by each individual prior to team formation.

Regarding the Knowledge/Trust Continuum , in the forming stage, no one knows what everyone else knows. Information is “hidden” in that sense, and very little trust, if any, exists.

At the storming stage, individuals disagree and clash with each other as they adjust to working together and making team decisions. Often they keep information to themselves due to pride and desire for control. Team members distrust one another. Leadership at this stage is very important in helping each member lay aside personal visions and collaborate on the team vision.

At the norming stage, members begin to share knowledge with each other and collaborate on projects.

Eventually, the team moves into the performing stage, creating new knowledge and  experiencing synergy due to high levels of trust.

[Next week we will look at how Jesus led his team through each stage.]

Components of an Effective Team

Fri, 16 Aug 2019 22:47:51 GMT

Effective teams are defined by a common purpose, clearly defined roles, accepted leadership, effective processes, solid relationships, and excellent communication. In this post, I’d like to look at each of these more closely.

A common purpose: Everyone on the team understands why they are together and what they are working on; they bring a high level of commitment to each other and their shared work.

Clearly defined roles: Everyone knows their role and what is expected of them. Tasks are equally divided among team members based on their individual abilities and strengths.

Accepted leadership: The leader serves the team by casting vision and facilitating its formation, offering structure and organization, and facilitating cooperation and interdependence.

Effective processes: Systems are established to maximize cooperation, facilitate team decision-making and problem-solving, and help reduce conflict.

Solid relationships: Leaders create a cooperative climate where team members value and care for each other.

Excellent communication: Cooperation is improved by the sharing of information; everyone is enabled to readily express their ideas and opinions. Disagreement is not viewed as disloyalty. Teams thrive on healthy, respectful debate by truth-tellers.

[Next week we will look at the stages a team will go through to reach high performance.]

Team Leadership Responsibilities

Fri, 09 Aug 2019 13:02:11 GMT

While team leaders certainly cannot do everything (it’s why they need a team!), there are some things they must work on and not delegate to others.

First, team leaders keep their team focused on the mission. They ensure that every person has bought into the vision and understands the value each role bring to the team. They do this by both listening to concerns and by reminding the team of their objectives, keeping each member accountable to clear expectations. Team leaders also insulate the team from distractions.

Second, team leaders train and equip team members for specific tasks. This means providing a safe environment in which te am members can fail forward. While encouraging the team to risk everything for the sake of the mission, they protect their members from evil and evil influences. Team leaders also focus on the future, creating an environment where healthy change is embraced, and leaders are always being trained.

Third, team leaders never delegate crisis management. Whether it’s dishing out either praise or discipline, team leaders stay connected with their people as chief nurturers and supporters. Brett Powell puts it this way: “As a leader, your example speaks so loudly, your staff barely hear a word you say. The basic question everyone in the organization asks and observes is this, ‘Will the leader use his or her power for personal benefit or to benefit others?’”

[Next week we will look at the components of an effective team.]

The KNOWING of a Serving Team Leader

Fri, 02 Aug 2019 11:04:42 GMT

The KNOWING aspect of our three-part framework ( Be , Know , and DO ) refers to the visionary role of a serving team leader in contrast to his or her character (BEING) or role in implementing (DOING) the vision.

Knowing has everything to with your leadership point of view in regards to beliefs and assumptions about leading and motivating people. Jesus’ leadership point of view was clearly to serve (Matthew 20:25-28) rather than lording over others with positional authority.

Serving team leaders consider the following when working with their team to form a vision:

PURPOSE: What is our ultimate mission? Could we achieve it without each other? Do we have all the right people on the team to fulfill our purpose?

PICTURE OF THE FUTURE: Where do we hope to see the team several years from now? What will we have achieved?

VALUES: What guiding principles will not be compromised? What can we agree on together? Are they rank-ordered?

GOALS: What are some practical goals that we can set and achieve together? Are they challenging? Can they only be accomplished as a team? Who is responsible for what?

To summarize, if you’re a team leader consider forming a team charter that:

States your team purpose
Identifies your team values
Establishes goals and strategies
Clarifies roles and responsibilities
Develops team processes (how things actually get done!)

Click here for a team charter template to use with your team.

[Next week’s post will discuss team leadership responsibilities.]

Disciplines of a Serving Team Leader

Fri, 26 Jul 2019 19:35:14 GMT

Focused on their mission and team, serving team leaders practice several disciplines:

1. They PRAY: In Luke 9:28, Jesus had his “inner circle” witness an intimate connection with his Father during his transfiguration. Their big takeaway regarded discernment. Through whose lens would they perceive reality and from whom would they gain ultimate direction? Jesus or the law (Moses)? Jesus or the prophets (Elijah)? Furthermore, when teaching his disciples to pray (Luke 11:1-13), Jesus emphasized the priority of God’s Kingdom over personal desires. Once we are aligned with our heavenly Father (note how the Lord’s prayer begins) )we can make our petitions. Persistence is key to receiving: ask, seek, and knock. Whatever we receive is a good gift from God; he knows what is best. On that note, team leaders must learn to do what is best for the ultimate mission and their team!

2. They UNDERSTAND SCRIPTURE: In Luke 24:13-27, Jesus explained to the disciples traveling to Emmaus the deeper truths in the law and prophets that spoke of his ultimate purpose. Study and application of scripture are vitally important for a healthy leadership vision. We need God’s guidance and direction through His word to effectively guide our teams and mission.

3. They TAKE TIME FOR SOLITUDE: In Mark 6:30-32, Jesus called his disciples away to a solitary place for quietness and rest to recharge their emotional, mental, and physical “batteries.” Evaluation of ministry, consideration of major decisions, and realignment with both team members and the mission can all occur when one has time and space to think.

4. They EXPERIENCE UNCONDITIONAL LOVE: Jesus modeled unconditional love to his disciples despite their failures when he left them for a short time over his crucifixion and resurrection. His love for them was expressed by preparing them for his crucifixion (see also his instructions on unconditional love in John 13:34-35). Team leaders allow their team members to fail forward in the context of this type of love and commitment toward their success.

5. They STAY CONNECTED IN SUPPORTIVE RELATIONSHIPS: In Matthew 26:38, even Jesus needed the support of his disciples during his greatest moment of temptation in the garden of Gethsemane. Isolation and elevation above followers are dangerous for all leaders.

[Next week’s post will move us into the second aspect of our leadership framework—the KNOWING of the serving team leader.]

Developing Your Succession Plan

Fri, 19 Jul 2019 11:21:53 GMT

In my last post , I covered seven ways Jesus prepared his disciples to carry on the vision and mission of the kingdom after his return to the Father. In today’s discussion, I’d like you to consider your own succession plan by asking you several questions.

First, how will you identify a successor in business, ministry or whatever enterprise in which you’re engaged? Jesus spent an entire night in prayer before choosing his disciples (see Luke 6:12-16).

Second, what are the strengths and weaknesses of this person? How can you help them move more in the area of their strengths and compensate for their weaknesses? Consider how Jesus gave the disciples opportunities to minister and worked with them on a personal basis.

Third, what guidance will you give this person and how will that happen in terms of coaching and mentoring? Do you have an intentional and consistent plan?

Fourth, have you developed a hand-off (“passing the baton”) timeline in which you will formally transition out of leadership? Between resurrection and ascension, Jesus focused his time with his disciples doing exactly that.

Fifth, how will you assess their progress throughout the transition process and give them feedback? And perhaps more importantly, at what point will you completely let go and not get involved without an invitation from your successor after transitioning out?

Although succession planning is not rocket science, it must be thought through carefully and prayerfully. Great leaders think about it from the beginning of their leadership, realizing the stewardship of their responsibility involves both the present and the future.

[Next week’s post will discuss the disciplines of a serving team leader.]

Preparing Successors

Fri, 12 Jul 2019 00:00:00 GMT

In one of my last posts , I introduced the idea of “shadow pastors.” These are senior leaders in the background (shadows) who are developing younger leaders privately as they begin to lead out publicly. They pastor or shepherd leaders by giving training on the front end and feedback, correction, and encouragement on the back end.

Consider how Jesus prepared his disciples in his three years of ministry.

First, he cast vision . Jesus shared his big picture of the Kingdom of God at the beginning of his ministry (Matthew 5-7).

Second, he modeled ministry for his disciples. Jesus demonstrated the Kingdom of God to his disciples before sending them out (Matthew 8-9).

Third, he taught and mentored the disciples. Sometimes that included confronting the disciples over their lack of faith or processing Peter’s confession (see Matthew 16).

Fourth, Jesus provided opportunities and challenges for his disciples’ to further develop. Consider how Jesus remained silent when a Gentile asked for mercy on her daughter; he gave his disciples an opportunity to respond after teaching them earlier that Gentiles were accepted in the Kingdom (Matthew 15:21-28). The earlier argument (vs. 1-20)— “What comes out of the heart makes a person unclean rather than certain foods” —was basis for accepting Gentiles into the Kingdom.

Fifth, he delegated . Jesus sent out the twelve disciples and seventy disciples with his authority (Matthew 10, Luke 9-10).

Sixth, he gave feedback . Jesus helped the disciples prioritize their joy after they returned from ministering (Luke 10:18-20) and helped them understand that their lack of faith prevented them from driving out a demon (Matthew 17:19-21).

Seventh, Jesus helped his disciples develop their own succession plan. In the Great Commission , he was very specific about “all nations” and making disciples (by teaching and baptizing, and obeying all his commands). His promise that he would always be with them (Matthew 28:18-20) was also for the ones they would empower to carry on their work. In Acts 1:8, Jesus stated that they would be witnesses in Jerusalem (local witness), Judea (nearby areas), Samaria (cross-cultural focus), and to the ends of the earth (global expansion). This mission would only be fulfilled if they also followed Jesus’ succession plan.

[Next week we will help you think through some practical steps for your own succession plan.]

Key Words for Serving Team Leaders to Consider

Fri, 05 Jul 2019 13:28:44 GMT

Community Encouragement Commitment Love Truth
Inspiration Empowerment Relationship Results Trust

What comes into your mind when you hear these words? Do you have a story to relate or an image that comes to mind that perfectly captures the concept for you? If so, please share it with us at info@ReverbNetwork.org .

Community: Togetherness and unity of purpose on the team as members lay aside personal agendas.

Inspiration: Each member of the team is inspired by the collective effort of the team.

Commitment: Being part of a winning team that creates great results increases team commitment.

Encouragement: Team members rally around each other through struggles and challenges.

Empowerment: Each member takes ownership as they work in their area of greatest strength on the team.

Results: A healthy team accomplishes something greater than what could be done as individuals.

Relationship: A healthy team values relationships with one another as highly as accomplishing the mission.

Trust: High levels of trust will provide the environment in which teamwork is possible.

Truth: “Agreeing to disagree agreeably” ensures the success of both the mission and team relationships.

Love: Putting other team members and the team mission ahead of personal preferences and goals.

[Next week we will discuss what a serving leader does to prepare other leaders on his team for succession.]

Key Questions for Serving Team Leaders

Sat, 29 Jun 2019 02:48:18 GMT

1) Do I look in the mirror or do I look out the window ?
2) Do I avoid conflict and/or engage in groupthink or do I lead from Acts 2:44-47?

Prideful people look in the mirror to congratulate themselves on any success achieved. Humble leaders look out the window at their team to congratulate them on how everyone collaborated for success.

Serving team leaders are confident in Christ and their calling from him, therefore they don’t fear conflict or asking the hard questions that prevent groupthink (A desire for harmony or conformity in the group results in irrational or impaired  decision-making. Team members try to minimize conflict and reach a consensus decision without critical evaluation of alternative viewpoints, by actively suppressing dissenting viewpoints, and by isolating themselves from outside influences) .

A healthy team operates like the community described in Acts 2:44-47: “All the believers were together and had everything in common. They sold property and possessions to give to anyone who had need. Every day they continued to meet together in the temple courts. They broke bread in their homes and ate together with glad and sincere hearts, praising God and enjoying the favor of all the people. And the Lord added to their number daily those who were being saved.”

The hearts of serving team leaders keep the mission front and center. In order for the movement to grow and expand long after they’re gone, they focus on preparing successors. They see themselves as “shadow pastors,” nurturing leadership in others and setting them up for success. Serving team leaders understand Jesus’ words— “Greater works you will do” (John 14:12), always seeking to multiply their influence by empowering others.

[Next week’s post will look at some key words or concepts for every serving team leader to consider.]

The BEING Aspect of a Serving Team Leader: CALLED or DRIVEN

Fri, 21 Jun 2019 12:05:00 GMT

All leaders need to ask themselves if they approach their mission from an awareness of being called or if they feel driven to accomplish something.

Called leaders are motivated by God; they sense a call from outside of themselves to live for something greater than themselves. Driven leaders are motivated by self—from within.

Called leaders steward their time, energy, and resources to fulfill a purpose greater than themselves. They prioritize their private relationship with their Audience of One and place a high value on people.

Driven leaders are motivated by personal ambition. They tend to be competitive and short-tempered when things don’t go their way. Driven leaders value accomplishments and success over relationships.

In Matthew 4:1-11, Jesus renounced personal ambition in three separate temptations: (1) “turn stones into bread” or instant gratification of the flesh, (2) “throw yourself off the temple” or show off for personal glory, and (3) “bow down and worship the devil” or take shortcuts to success rather than the way of the cross.

In Luke 9:46-48, Jesus redefined greatness for the disciples who were driven by personal ambition (in essence, whoever values a child is great...whoever is least is the greatest! ).

In Matthew 26:33, Peter considered himself superior to the other disciples ( “Even if all fall away...I never will” ); his personal ambition was upended by his denial of Christ three times.

In Matthew 25:14-30, Jesus illustrated in the parable of the talents that everyone is given different gifts accompanied by different levels of responsibility. Everyone is called to steward their gifts to the best of their ability.

In John 14:12, faith in Christ equips us to do “great works”—this is our calling.

And in John 17:1-26, we are called to be one with Christ and one with each other. As Jesus was sent, so are we sent.

[Next week’s post will look at some key questions every serving team leader needs to ask.]

Why Teams

Fri, 14 Jun 2019 00:00:00 GMT

Jesus sent His disciples out twice, once to the Jews only (Matthew 10:5-6, Luke 9), and the other time to everyone (Luke 10). Note that He sent them out in groups of two and how the following five points all relate to why two (or more) are better than one:

1) B etter decision making and problem-solving . When team members can bounce ideas off each other and create new ones through synergistic brainstorming sessions, better decisions are made and problems solved more efficiently and effectively.

2) Participation yields improved understanding and greater acceptance of plans and decisions. Consider the potential negative outcomes when leaders make decisions alone and pass them down to their people. Coming to consensus decisions and creating plans together may be harder work but implementation is much easier as everyone is in agreement (vs. top-down coercion) and willingly takes responsibility.

3) Higher levels of motivation and performance. When everyone has been invested and involved in decisions and planning, they are more highly engaged in fulfilling the mission.

4) Overcoming personal biases and blind spots . Doing things in isolation can lead to one-sided or prejudiced thinking. Often we need others around us to help gain perspective and prevent us from making poor decisions.

5) Exploring new ideas and adapting easier to change. Team members help each other consider new ideas and process change. Mutual support and encouragement that supply the extra energy to move things forward are unavailable to the individual.

[Next week’s post will examine the BEING aspect of a serving team leader.]

Different Types of Teams

Fri, 07 Jun 2019 19:38:51 GMT

Healthy teams develop over time, progressing through several stages moving from basic formation to high performance.

On a newly-formed team , the leader directs, reviews all the outcomes, conducts all the meetings, and is fully responsible for the results. Team members are learning new skills, learning to work together, and learning to relate to their leader. At first, they follow the leader because of his/her position (they “have” to); then they begin to follow because they “want” to. In other words, a leader moves positively from “rights” to “permission” based on how the relationships improve.

On a manage-centered team , the leader gets input from team members to make informed decisions. The team reviews their own performance and helps set standards and goals. The leader works on greater participation and focuses on problem areas. People follow the leader because of what he/she has done for the mission or organization. They see the fruit of their labors when they work together under good management.

On a shared-leadership team , different members begin to share leadership roles based on their strengths. Gaps in performance are addressed as the team leader focuses on training and team development. Team members hold each other accountable with 360 degree reviews (everyone around them submits feedback). People follow the leader for what he/she has done for them; they feel empowered to begin leading and take more ownership for the mission. Long-range growth occurs at this level.

On a high-performance and self-directed team , the leader takes on the role of an outside coach to the team (or multiple teams) as leaders have been reproduced successfully and begin leading their own teams. The team is fully empowered and meets to discuss the challenges within their own teams. The team leader is respected and sought out for advice because of who he/she is or what he/she represents. These leaders grow people and organizations.

[Next week’s post will look at some of the “whys” behind teamwork.]

Biblical References to Teamwork, Part 3

Fri, 31 May 2019 09:24:59 GMT

In this post, we will briefly look at aspects of teams and teamwork from a few select passages in the New Testament Epistles or letters:

1 Corinthians 1:10
The Apostle Paul appealed to his fellow believers to think as a team, both in understanding and judgment.

1 Corinthians 3:6-11
Whether raising crops or building structures, everyone on a team has an important role to play. Some plant seeds, some irrigate, and others reap. Some lay the foundation, some frame, and others finish out a house. Ultimately it’s God’s field or God’s building.

1 Corinthians 12:12-26 & Ephesians 4:11-16
Just like our bodies are made up of many parts, so it is with the body of Christ. A church team is missing a crucial role if either an apostle or prophet or evangelist or shepherd or teacher is not present.

Galatians 6:2
A team fulfills “the law of Christ” when it carries “each other’s burdens.”

Philippians 2:19-27
Paul’s team was made up of men like Timothy and Epaphroditus who both served him personally and helped him in ministry by serving others.

Philippians 4:2-3
Paul pled with several female members on his team to get along with one another, to work out their differences for the sake of the Gospel.

Hebrews 10:24-25
Good teams “spur one another on toward love and good deeds,” consistently meeting together for encouragement and forward movement on their mission.

1 Peter 4:8-10
A key component for team unity is love for each other, regardless of differences in opinion or ability. Team members ought to use their various gifts “to serve others, as faithful stewards of God’s grace.”

3 John 1:8
A team works together for the truth when defined by hospitality toward those who share their values and are working on the same mission.

[Next week’s post will discuss four different types of teams.]

Biblical References to Teamwork, Part 2

Fri, 24 May 2019 00:00:00 GMT

In this post, we will briefly look at aspects of teams and teamwork from a few select passages in the New Testament Gospels and book of Acts:

Mark 2:3-4
A team of four made it possible for their paralyzed friend to be healed by Jesus.

Mark 9:33-37
Individual greatness is out , being a “servant of all” is in (Jesus’ deeply held convictions expressed to his team of twelve).

Luke 9:1-6; 10:1
Jesus sent out teams of disciples, sometimes in groups of two, to proclaim the Kingdom of God.

John 4:36-38
It takes a team of both sowers and reapers to successfully harvest a crop.

John 13:35
A successful team will be known for its members’ commitment and love for each other.

John 17:11, 21-23
Jesus prayed for unity on His team…“that they may be one as we are one.”

Acts 2:42-47
The first group of Christians worked together as a team to serve the needy with their time, energy, and resources.

Acts 6:1-7
The twelve apostles brought on board another team (seven deacons) to help care for the needs of widows.

Acts 11:30 & 13:2
Barnabas and Saul were sent out as a team to accomplish a specific task or mission.

[Next week’s post will examine a number of Scriptures from the New Testament Epistles or letters regarding teams and teamwork.]

Biblical References to Teamwork, Part 1

Thu, 16 May 2019 13:32:32 GMT

The Bible has much to say on unity, working together, love for each other, shared mission and values, and other aspects related to teams and teamwork. In the next three posts, we’ll highlight these characteristics from Old Testament books, the New Testament Gospels and Acts, and from the Epistles or letters of the New Testament. Here are a few select passages from the Old Testament:

Genesis 1:26
God is a Trinity or team of three, designing humanity in His image to rule over creation.

Genesis 2:18
God’s design is for man and woman to work together as a team.

Exodus 18:17-26
Moses’ father-in-law Jethro suggested a “team” of officials and judges to serve the people by working out their disagreements.

Numbers 11:16-17
A team of 70 of Israel’s elders helped Moses share the burden of caring for the people.

Deuteronomy 19:15
On issues of justice, matters can only be decided in the presence of a team of two or three witnesses.

Nehemiah 3
The walls of Jerusalem were rebuilt by a team of teams.

Nehemiah 4:16-18
A team of builders collaborated with a team of soldiers to get the job done.

Proverbs 11:14
A nation may rise or fall based on the presence or absence of a team of advisors.

Proverbs 27:17
“As iron sharpens iron,” team members increase each other’s abilities, awareness, and success.

Ecclesiastes 4:9-12
A team of two or rope of three strands is simply better in terms of assistance, warmth, defense, and strength.

[Next week’s post will examine a number of Scriptures from the New Testament Gospels and Acts regarding teams and teamwork.]

Leadership Framework for Teams

Fri, 10 May 2019 11:24:32 GMT

In the Serving Leadership Journey, developing effective teams always begins with self-leadership followed by building trusting relationships. Becoming a leader worth following sets you up to be trusted. Building one-on-one relationships provide you with the opportunity to form a united team comprised of diverse individuals. And finally, organizational effectiveness is achieved on the foundation of solid teams working together on a common mission.

At the Reverb Network, our leadership framework is based on the three pillars of BE , KNOW , and DO , supported by key D isciplines .

At the BEING level, team leaders learn to value “we” over “me.” If the task is doable by one person there’s no need for a team. Either pride or humility is evident: “I can do this alone” (me/pride) or “I need others (we/humility) to help me accomplish a vision bigger than me.”

At the KNOWING level, a team leader develops a plan that matches specific needs with solutions. The question we need to ask ourselves is simple: “Am I concerned primarily with my preferred plan or are we about achieving our God-ordained mission?”

At the DOING level, a team leader implements the plan by creating an environment where synergy can occur. People share ideas which lead to more ideas which lead to more solutions than if everyone worked alone on a problem. In other words, multiplication (1+1=3 or more) results rather than simple addition (1+1=2). This can only occur in a culture of open and honest dialogue and debate.

With regard to DISCIPLINES , team leaders shepherd their team toward greater growth and fruitfulness. John 15:8 states: “This is to my Father’s glory, that you bear much fruit, showing yourselves to be my disciples.”

[Next week’s post will examine a number of Scriptures regarding teams and teamwork.]

How Jesus Formed His Team

Fri, 03 May 2019 11:48:56 GMT

Jesus called out certain individuals to build his team. He also had a smaller team within his larger team (Peter, James, and John were singled out for at least three specific events with Jesus—see Luke 8:51, 9:28-36, & Mark 14:33—and each of them went on to hold significant leadership positions in the early church).

At times Jesus sent his disciples out in teams of two (Luke 10). Groups of teams often form an organization. Some teams may only be workgroups that come together for a specific time for a specific task or purpose.

Our definition at the Reverb Network for TEAM : A group of accountable individuals who leverage and discipline their unique strengths to fulfill a common mission by accomplishing specific goals.

So how did Jesus form his team of disciples? We discover some answers to this question by looking at key words/phrases in the following passage.

“Jesus went up on a mountainside and called to him those he wanted , and they came to him. He appointed twelve that they might be with him and that he might send them out to preach and to have authority to drive out demons.” (Mark 3:13-15)

As a team leader, Jesus went up to get perspective. He prayed and evaluated before choosing who should join his team (see also Luke 6:12-13). Team leaders call those who are uniquely fitted for the task or mission they want to accomplish. Team members should not be forced but invited to join; note that the disciples came to Jesus, an implication of choice. Team leaders get the right people on the team and appoint them to certain tasks according to their skill sets or strengths. Team leaders work beside/ with their people to help them become productive through training, modeling, and coaching. After observing the team leader, team members can reproduce ( send/preach/drive out ) together at a greater rate (see John 14:12). Finally, team leaders empower members by sharing their authority as the team matures.

[Next week’s post will focus on the serving leadership journey and a review of the serving leadership framework in light of teamwork.]

Phase 3: Building Effective Teams

Fri, 26 Apr 2019 10:35:12 GMT

So far we have covered Phase 1 ( “Beginning the Journey” ) and Phase 2 ( “Developing Trusting Relationships” ) of the Serving Leadership Journey . Phase 3 is all about building effective teams by bringing those relationships together. Over the next few months, we will cover our leadership framework of BE, KNOW, and DO and look at the disciplines in terms of teamwork.

For a quick review, consider that Jesus first led himself before leading others. He built trusting relationships with a few disciples, formed a team, and then launched a worldwide movement known as the church. This phase focuses on building teams (to provide a foundation for an organization—Phase 4) with good team leadership for successful teams.

A team is more than one person and will vary in size depending on the task. Having an odd number helps break a stalemate when making decisions. Having too many people slows down the process. Diversity in age, gender, background, experience, and skill sets ensures greater effectiveness. When each member offers their strengths to complement other team members’ weaknesses, everyone wins.

A team always forms around a mission or task and collaborates to accomplish it. Achieving results is the greatest motivator. Consider how Jesus called the disciples to become fishers of men . He formed his team around this mission. Furthermore, reflect on the disciples’ response after returning from their mission in Luke 10 . The text notes that they “returned with joy and said, ‘Lord, even the demons submit to us in your name’” ( verse 17 ).

[Next week we will further define team by looking at some key terms in Mark 3:13-15 .]

The Disciplines of a Serving Leader at the DOING Level

Fri, 19 Apr 2019 11:17:19 GMT

Serving leaders practice several disciplines that help them build trusting relationships: 1) Responding personally to unconditional love, and, 2) Building supportive relationships through the art of encouragement.

Before we can truly love others unconditionally we must know what it means to be unconditionally loved. Understanding brings gratitude, and with gratitude comes expression.

A classic story on the personal response of thanksgiving comes from Luke 17:11-19. Jesus healed ten men from their leprosy but only one returned to thank him. The text notes that he praised God in a loud voice, similar to the loudness of voice described minutes before when all ten sought pity on their wretched condition. The text notes Jesus’ surprise at the lack of gratitude of the other nine and then points out that the one who did return was a religious outsider (“Samaritan”). As an insider , do I consciously thank God for his unconditional love, his blessings, provision, and even trials he sends my way to develop character? Consider making this practical by doing two things: 1) Daily offer up prayers of thanksgiving, and 2) Write a “Thank You” letter to God (if you care to share it with us send it to i nfo@reverbnetwork.org ) .

Building supportive relationships through encouragement deserves much more attention than I will give in this post. Rather, I’d like to point you to a series of seven posts ( 1 , 2 , 3 , 4 , 5 , 6 , 7 ) I’ve done elsewhere on a Biblical character who was defined by a character trait vital to every serving leader.

[Next week we will begin Phase 3 of the Serving Leadership Journey that focuses primarily on building effective teams.]

How Pride and Fear Affect Leader-Follower Relationships (Part 2)

Fri, 12 Apr 2019 14:53:30 GMT

Serving leaders are followers of “The Way,” also known as the way of Jesus (see Acts 9:2; 19:9, 23; 22:4; 24:14, 22). More specifically, serving leaders practice the way of forgiveness and grace.

In terms of forgiveness, serving leaders forgive, correct, and move on. Matthew 6:14-15 shows a direct correlation between us forgiving others and our heavenly Father forgiving us. Forgiveness means letting go of the right to require either payment or an apology for a wrong doing from someone who offends us. Forgiveness is choosing to love regardless of how others respond to our offer of forgiveness.

Serving leaders are agents of God’s grace. 2 Corinthians 5:17-20 states: “Therefore, if anyone is in Christ, the new creation has come: The old has gone, the new is here! All this is from God, who reconciled us to himself through Christ and gave us the ministry of reconciliation: that God was reconciling the world to himself in Christ, not counting people’s sins against them. And he has committed to us the message of reconciliation. We are therefore Christ’s ambassadors, as though God were making his appeal through us. We implore you on Christ’s behalf: Be reconciled to God.” If we have been reconciled to God we have also become ambassadors of that reconciliation to others. We are agents of grace!

[Next week we will discuss the disciplines of a serving leader at the DOING level.]

How Pride and Fear Affect Leader-Follower Relationships (Part 1)

Fri, 05 Apr 2019 14:17:29 GMT

Productive relationships occur when servant-hearted leaders and servant-hearted followers engage each other in an atmosphere of mutual service and trust instead of pride and fear. Philippians 2:3-4 exhorts us to “Do nothing out of selfish ambition or vain conceit. Rather, in humility value others above yourselves, not looking to your own interests but each of you to the interests of the others.”

A leader who fears loss of position and a follower afraid of failure engage in a relationship of suspicion and paralysis, instead of trust and cooperation. To them, 1 John 4:18 offers this perspective: “There is no fear in love. But perfect love drives out fear, because fear has to do with punishment. The one who fears is not made perfect in love.”

When an insecure leader and a prideful follower engage each other, manipulation on the part of the follower is the likely result. A serving follower responds to the insecurities of a fearful leader with humility and respect, offering to help in any way possible. With a fearful follower, a serving leader remains patient and reassuring; praising honest effort.

When a leader and follower bring pride into a relationship the result is conflict/competition (see Proverbs 13:10). A proud leader will often take advantage of or exploit fearful followers (see Matthew 23:13-15).

When facing prideful leaders, servant-hearted followers are willing to risk negative responses in order to uphold their principles and live by their values. With prideful followers, serving leaders model humility and strength of purpose and are willing to enforce standards and withstand challenges to their leadership.

[Next week we will look further at how serving leaders respond to fearful and prideful people.]

Why Change is Difficult (Part 3)

Fri, 29 Mar 2019 21:28:49 GMT

In the last few weeks we have been talking about why change is so difficult. Today we’re wrapping up this Friday series with two more points to consider.

The sixth reason why change is difficult is because followers are at different levels of readiness. Some are ready to embrace the change while others drag their feet. Serving leaders identify where everyone has resistance and work with them at their current level. They extend grace but do not lower the bar, knowing that at some future point a decision may be made to embrace the change. Consider John 6:60-71 where many of Jesus’ disciples no longer followed him. Some were not ready for full commitment until later (see Acts 6:7 where it’s recorded that, “The number of disciples in Jerusalem increased rapidly, and a large number of priests became obedient to the faith.” It’s very possible that many of these disciples and priests were part of the group who had earlier turned away from following Jesus).

The seventh reason people find it difficult to change is because of their  tendency to revert back to old ways. In Matthew 12:43-45, Jesus shared about a person who was delivered from evil but then failed to fully embrace the new changes and replace the old with the new. In the end this person was worse off than in the beginning. Serving leaders help keep their people accountable, reminding them of the gains that are greater than the perceived losses.

[Next week we will look at how pride and fear affect leader-follower relationships.]

Why Change is Difficult (Part 2)

Sat, 23 Mar 2019 00:37:27 GMT

Last week we talked about change being difficult because of the uncertainty that surrounds it and because everyone feels like they are dealing with it alone.

The third reason why change is difficult is because most people tend to focus on what is lost rather than on what is gained through the change. In Matthew 19:16-30, Jesus addressed a wealthy young man who could not see past his temporal wealth to the eternal wealth he would gain by giving up everything to follow Jesus. Serving leaders help followers refocus on the future.

A fourth reason change is difficult is that people can process only so much change. So pace a person’s growth and development according to what they can handle. Set priorities and achieve milestones along the way. For example, in Mark 9:14-29, Jesus took his disciples to a higher level of understanding after they couldn’t cast out a demon. He hadn’t explained it to them earlier as they weren’t ready back then; they needed some experience first at a lower level. In John 16:12-13, Jesus had more to share with his disciples but they weren’t able to bear it yet. Hence his Spirit would guide them into all truth in the future. 

A fifth reason people struggle with change is due to lack of resources. In Matthew 17:24-27, Jesus instructed Peter to pay taxes by going fishing and extracting a coin from the first fish he caught. In John 14:1, Jesus instructed his disciples to not be anxious but to trust in God. Serving leaders encourage both creative thinking and absolute dependence on God. 

[Next week we will finish our discussion on a serving leader’s role of introducing change into followers’ lives despite their difficulty in accepting it.]

Why Change is Difficult (Part 1)

Fri, 15 Mar 2019 13:49:51 GMT

Change is foundational in our lives; a basic requirement God makes of us all. Jesus said, “You must be born again” (John 3:3), an imperative directed at the entire transformation of our being for whole life success. Leaders are change agents helping others change for their own betterment and the for the sake of the world.

Consider how difficult a simple change might be by clasping your hands with fingers interlocked. Now unclasp them and move over by one finger before reclasping. If I asked you to clasp your hands in this new manner for the rest of your life you would probably resist unless there was good enough reason for doing so. While neither way of clasping your hands is better, the former one feels better, is more comfortable, and is certainly preferable. Change can be awkward and sometimes very difficult to embed.

First of all, change is difficult because of the uncertainty that surrounds it. In Matthew 16:21, 20:17-19, and 26:1-2, Jesus prepared his disciples for the crucifixion when he would be taken away from them. As indicated in these texts, he discussed the details numerous times. Serving leaders help their people deal with uncertainty by helping them know in advance what to expect. There is absolute clarity on what is known.

Second, change is difficult because everyone feels like they’re dealing with it alone. Consider the man Jesus delivered from an evil spirit in Mark 5:1-20. He wanted to go along with Jesus and his disciples but was told to return to his own people and share with them about his deliverance. Serving leaders create involvement and facilitate discussion. They encourage their people to be public about change and share freely about what they’re experiencing.

[Next week we will continue our discussion on a serving leader’s role of introducing change into followers’ lives and why it’s so difficult.]

Partnering to Develop Serving Leaders

Fri, 08 Mar 2019 16:09:16 GMT

As a leader you partner with the ones you lead to help them achieve success. Both the leader and the follower agree on the tasks of the follower and what stage he/she is at with each task. If just beginning the task, the leader needs to focus highly on instruction, modeling, and assistance. As the follower progresses through the stages on a task, the leader takes a lesser role giving the follower greater responsibility.

For each task, the leader and the follower should:
1) Set three to four goals and determine the outcome for each goal.
2) Identify the learning stage for each goal.
3) Agree on what the leader provides for each goal.
4) Decide on how accountability will look for each goal.

NOTE: Since this model is task specific the leader uses different leadership skills based on the needs of the follower.

[Next week we will begin discussing a serving leader’s role of introducing change into followers’ lives and why it’s so difficult.]

Jesus as Performance Coach

Fri, 01 Mar 2019 12:53:49 GMT

Jesus’ entire ministry involved the development of His disciples. In Matthew 4:18 you find Jesus observing some fishermen, choosing who to develop. In Matthew 5:1 he takes those he has chosen up a mountainside to teach and train. Following his great sermon, Jesus took them out in society to give them examples of living out the kingdom of God. He then gave them opportunities to impact others with the kingdom message and develop disciples as he had modeled and coached. Acts 17:6 records that they went out and “turned the world upside down.”

Like Jesus, serving leaders are performance coaches. They spend significant time teaching, modeling, commissioning, encouraging, and debriefing their followers to help them multiply and reproduce their own success. Based on Luke 9:1-6 & 10 and 10:1-20, performance coaches:
1) Provide clear expectations, give direction, and help set goals.
2) Help their people accomplish goals by observing performance, praising progress, and redirecting efforts that are not on mission.
3) Evaluate their people’s performance by meeting with them to offer positive and corrective feedback.

[Next week we will discuss a leader’s role in partnering with those they are developing to achieve success.]

“One Anothering”

Fri, 22 Feb 2019 11:35:39 GMT

The Scriptures have a lot to say about how we should treat each other. Serving leaders are characterized by selflessness, focused on their Audience of One by serving their brothers and sisters. The following passages give practical advice on how to “one another":

Mark 9:50 “Be at peace with each other.”
John 13:34-35 “As I have loved you...love one another.”
Romans 12:10 “Be devoted to one another in love.”
Romans 12:16 “Live in harmony with one another.”
Romans 15:7 “Accept one another.”
Galatians 5:13-15 “Serve one another humbly in love.”
Galatians 6:2 “Carry each other’s burdens.”
Ephesians 4:2 “Be patient, bearing with one another in love.”
Ephesians 4:32 “Be kind and compassionate to one another, forgiving each other.”
Ephesians 5:21 “Submit to one another out of reverence for Christ.”
Colossians 3:9 “Do not lie to each other.”
Colossians 3:12-14 “Bear with each other and forgive one another.”
Colossians 3:16 “Teach and admonish one another with all wisdom.”
1 Thessalonians 4:18 “Encourage one another.”
Hebrews 10:24-25 “Spur one another on toward love and good deeds...not giving up meeting together...but encouraging one another.”
James 4:11 “Do not slander one another.”
James 5:16 “Confess your sins to each other and pray for each other.”
1 Peter 4:8-10 “Love each other deeply...offer hospitality to one another without grumbling...use whatever gift [you’ve] received to serve others.”
1 Peter 5:5 “Cloth yourselves with humility toward one another.”
1 John 3:11, 16-18 “Love one another...lay down our lives...love with actions/in truth.”

[These passages on “one anothering” do well in introducing the DO section of our second phase on the Serving Leadership Journey. Next week we will look at Jesus as a performance coach.]

How Personality Affects Relationships (Part 4)

Fri, 15 Feb 2019 12:04:35 GMT

(We’ve been discussing personality types... last week we looked at leading and understanding directors and inspirers. See chart from two weeks ago before diving in to the post below.)

Stabilizers gain security by having close relationships, are slow and easy-going, and are irritated by aggressive behavior, insincerity, and being put on the spot. When leading them, avoid conflict, sudden unplanned changes, overloading, and confusion.

LEADERSHIP TIPS:
-Be non-threatening and sincere.
-Show personal interest and support their feelings.
-Don’t push—move slowly, show that you are listening, be easy-going.
-Assure them that you stand behind their decisions.

Careful Analyzers gain security by being prepared, are slow and deliberate, and are irritated by incompetence and ignorance, lack of attention to detail, and surprises. With them you need to avoid criticism, blunt personal questions, and incomplete or inaccurate recommendations.

LEADERSHIP TIPS:
-Be thorough and well planned.
-Support their thoughtful approach.
-Demonstrate through action rather than words.
-Be exact, organized, and prepared.
-Give them time to verify your words; don’t rush decision making.
-Avoid gimmicks and always provide evidence for your claims.

[Next week we will discuss “One Anothering”!]

How Personality Affects Relationships (Part 3)

Thu, 07 Feb 2019 18:03:33 GMT

(We’ve been discussing personality types...see chart from last week before diving in to the post below)

Directors gain security by having control, are fast and decisive, and are irritated by wasted time, unpreparedness, arguing, and blocked results. When leading them, avoid attacking their character, telling them what to do, or presenting them win-lose scenarios.

LEADERSHIP TIPS:
-Be efficient and competent.
-Support their goals and objectives.
-Argue facts and not personal feelings if in disagreement.
-Be precise, time-disciplined and well organized; do not waste their time!
-Focus on results or bottom-line.
-Give recommendations and let them make decisions.

Inspirers gain security by having flexibility, are fast and spontaneous, and are irritated by too many facts, too much logic, boring tasks, same old routines, being alone, and having their opinions ignored. When leading inspirers, avoid being negative with them, arguing, and rejecting their ideas.

LEADERSHIP TIPS:
-Be interested in them, support their dreams, feelings and opinions.
-Be sociable, do not hurry the discussion—give them a chance to verbalize...do not be shy!
-Try not to argue with them.
-Don’t deal with details—put it all in writing.
-Agree on the specifics of any arrangement.

[Next week we will finish our discussion on leading various personalities with particular focus on the last two— stabilizers and careful analyzers .]

How Personality Affects Relationships (Part 2)

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 01 Feb 2019 11:23:49 GMT

Considering the chart above (self-explanatory in terms of each personality’s character traits, greatest needs, and common weaknesses), one’s personality matches one or more of the four styles listed: Director , Inspirer , Stabilizer , and Careful Analyzer . We often have a primary and secondary style and a few traits from the other styles.

Note that both the Director and Inspirer tend to be more outgoing and fast-paced whereas the Stabilizer and Careful Analyzer are more reserved and slower-paced. Similarly, the Director and Careful Analyzer are more task-oriented whereas the Inspirer and Stabilizer are more people-oriented. This is not to be considered in either a negative or positive light; each has its strengths and weaknesses. For example, the Director and Careful Analyzer need to work on being more people-oriented and the Inspirer and Stabilizer need to focus more on getting tasks done.

Also note the opposite styles: Director-Stabilizer and Inspirer-Careful Analyzer. Often opposites attract in a relationship—one’s strength can compensate for the weakness of another. There’s potential for great conflict or great collaboration depending on how you perceive and handle these differences.

Leaders need to focus on understanding the personality traits of their followers, adjusting their leadership style to best meet their needs, and partnering with those different personalities to build a well-rounded, cohesive team.

[Next week we will take a deeper look at the personality styles and how to best lead them at an individual level.]

How Personality Affects Relationships (Part 1)

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 25 Jan 2019 15:36:04 GMT

We all have a dominant or consistent personality trait which characterizes how we react, lead, follow, and interact with others. We were not made to fight ourselves but rather embrace the God-given personality with which we’ve been blessed. That doesn’t mean that we don’t need to work on minimizing or correcting the inherent weaknesses present in our personalities. We do and we must. But more importantly, we must develop the strengths of our personality and leverage those traits for greater kingdom impact.

Personality affects how we exercise leadership responsibility, how we influence others, and how our strengths and weaknesses play a key role in our relationships. Understanding personality gives perspective on differences in others—how they think and act—and helps us adjust our leadership styles to best meet their needs. It also gives us the ability to help people on our team adjust to one other.

Personality is determined through hereditary factors as well as one’s upbringing, culture, environment, and experiences. Although one’s personality typically does not change, we can change certain aspects to minimize our weaknesses.

[We could also discuss one’s spiritual gifts and how that relates to personality and relationships. However, so much great material has already been written on that subject elsewhere, therefore, our ongoing discussion in future posts will be focusing on a particular version of the DISC personality profile.]

Knowing Disciplines of a Serving Leader

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 18 Jan 2019 12:42:18 GMT

Serving Leaders equip others to discipline themselves for success. At the KNOWING level they help their followers connect with both their Creator and themselves at a higher level through solitude, prayer, and Scripture.

In solitude the goal is to mentally put down everything one is concerned about or trying to manage and control. Quietly receive what God reveals. Have no expectations or agenda for this time with God—let it be his to fill.

Through prayer we conform to God’s will and receive the spiritual resources needed to build his kingdom. Requiring a change in old habits or patterns, we:

1) Honor him by recognizing our dependence on him rather than telling him our plans or needs.
2) We pray as a way to “know” God (relationship) instead of a way to get things.
3) We realize that prayer is more about conforming our will to his than his will to ours.

Regarding Scripture, help people to think and act Biblically—it’s our greatest strategy as serving leaders. God’s Word provides us with God’s vision and purposes for our world, equipping us to teach, lead, and correct those we influence.

Practical Application: Set aside some time this week at a local library, on your favorite hiking trail, or in some other quiet spot where you can completely unplug, sit, listen, and process. Begin your time by stating Psalm 46:10 , “Be still and know that I am God.” Then say, “Be still and know that I am.” Then, “Be still and know.” Then, “Be still.” Finally, “Be.” Then simply be so you can know , enjoying a time of solitude and connection both with God and yourself.

[Next week we will look at how personality affects relationships.]

Helping Others Develop Their Life Mission

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 11 Jan 2019 00:00:00 GMT

Serving leaders help others discover a vision for their life, breaking it down into four parts: purpose, picture of the future, values, and goals or strategies.

Everyone was created at a certain time, in a certain place, for a certain purpose (see Acts 17:26 ). Life purpose or “calling” is identified by seeing where one’s passion, proficiency, and profitability overlap. So serve your people by:

1) Helping them discover their PASSION: What holds their interest? What would they do if money was not an issue? Warning: Just because they love doing something does not mean that it is their calling.

2) Helping them identify their PROFICIENCY (strengths): When do they feel God’s pleasure? What work are they skilled at doing? What do they get rewarded for or hear others say they are good at? How do they describe their gifts, skills, and abilities? Warning: Just because they are good at something does not mean that it is their calling.

3) Helping them become self-sustaining or PROFITABLE while influencing the world: Is there a way to support themselves by what they do? Warning: Just because they make money doing something, doesn’t mean that it’s their calling.

The second part of one’s vision should include a picture of the future. It must be clear, concise, and motivating. It should also serve to inspire them in hard times.

The third part concerns one’s values. These are non-negotiable priorities that define character, guide behaviors, and inform decisions. One should have no more than five and rank-order them based on importance (check out this other blogpost where I dive deeper on this subject). Each value should also include defining statements such as, “I know I am living by this (value) when I...”

The fourth and final aspect of one’s vision concerns their goals or strategies to accomplish their vision. Help them figure out how to implement their vision in practical ways. They should set SMART goals— S pecific (What? Where? When?), M easurable (Can they track progress?), A chievable (Can they accomplish it in the time-frame they’ve set?), R elevant (Is it important/Kingdom-focused?), and T ime-bound (Will they know when it’s done?).

[Next week we will look at three disciplines of a serving leader at the KNOWING level.]

Two Roles of Serving Leadership

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 04 Jan 2019 13:07:17 GMT

When we talk about serving leadership we have two roles in mind: shepherd and steward . In the shepherd role, one leads by setting the course and direction; in the steward role, he or she serves by empowering and supporting others in implementing that vision they have chosen to follow and support.

Shepherd leaders set the course, direction, and destination for their sheep. In the context of Biblical geography, shepherds would lead their flock through the wilderness in search of food. The "green pastures of Psalm 23 " consisted of small patches of grass springing up in remote desert areas where the shepherd skillfully led his flock. The sheep were dependent on the shepherd for their "daily bread." At night the sheep would be led into a rocky enclosure and the shepherd would lay across the doorway to protect them from wild animals. Study John 10:1-18 for a bigger picture of the shepherd leader.

Serving leaders in their stewarding role realize that they are followers first (also true of Jesus...see John 8:28 ; 15:10 ), that they have a responsibility to reproduce and multiply what they have been given. They gain their ability to influence others by first getting their vision from God. By equipping, empowering and serving those entrusted to them, they seek to accomplish their God-given vision by making the world a better place.

Serving leaders cannot expect trust that exceeds their trustworthiness (see John 15:15 ). The roles of shepherd and steward speak of leaders worth following, because they follow Someone or something of true worth.

[Next week we will look at a leader's responsibility to help others develop their own vision and mission.]

Happy New Year!

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 28 Dec 2018 20:30:00 GMT

Our core Reverb Network team (Fred, Luke, & Daniel) wishes you a very Happy New Year! We count it a great privilege to partner with you in developing serving leaders around the world. In 2018 we trained leaders in Cameroon, Nigeria, Liberia, Burundi, Kenya, India, Bhutan, & Nepal and have hopes to return to all these countries as well as to several others in 2019.

Thanks to all of you for reading our blogposts this year. We have been very intentional in keeping them short and practical and will continue to focus on that in the New Year. Our goal is to add value to your journey as we walk through all four phases of our material in the Serving Leadership Journey. [all our posts can be found at reverbnetwork.org/blog . Our first post is here if you'd like to start at the beginning of Phase 1.]

If you have any friends or colleagues that would benefit from these posts please share the following email subscription link via social media, text, or email: https://bit.ly/2Ex2UrR .

TO PARTNER WITH US, DONATE ONLINE TO THE REVERB NETWORK

As we prepare for 2019, we'd like to make you aware of a FREE online resource that will help you craft your personal mission statement. This tool is designed to help go deeper on the KNOW section of our Phase 1 and 2 material as it relates to your purpose, values/guiding principles, future dream/picture of the future, and strategies or goals.

This Online Course Includes:
- Four short videos (each one is 3-5 minutes in length)
- A 10-page purpose/mission statement template (fill-in-the-blank PDF)

Click HERE for this FREE online tool!

[Next week we will resume our regular posts on the Phase 2 material by looking at the two roles of serving leadership.]

KNOW: The Head of a Serving Leader

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 21 Dec 2018 13:39:18 GMT

When developing others our first concern is with who they are—their BEING. Secondly, we focus on proper KNOWING since our leadership beliefs need to align with God’s word. Only then can we put into action (DOING) our beliefs according to Jesus’ serving leadership model.

Knowledge and information have no value until put into action. Consider the farmer who repeatedly plows his field without ever sowing seed. All his work will be in vain, he will never experience the joy of a fruitful harvest or accomplish any meaningful purpose.

Wisdom comes from connecting with God’s purposes. In Luke 2:52 , Jesus grew in wisdom and stature, and in favor with God and man. Jesus’ purpose as a young man was to obey both His heavenly Father and his earthly parents. At age 30, his wisdom finally went public, connecting others with God’s purposes.

In Matthew 7:24-27 , a wise person built on a foundation of rock whereas a foolish person built on sand. In the first case the wise person not only heard the truth but also applied it; in the second situation the foolish person heard the truth but failed to practice and obey it.

Unfortunately too much leadership throughout history has been characterized by power, control, dominance, manipulation, and coercion based on the world’s wisdom (“foolishness”). Jesus took an opposite approach on the basis of God’s wisdom. Rather than selfishly using others, He served and developed followers, creating trust. Jesus then entrusted them with building His church according to his serving leadership model (see John 13:14-17 ). The rise and fall of empires based on worldly wisdom stands in stark contrast to the Kingdom of God that will never end.

[Next week we will look at the two roles of serving leadership.]

BEING Disciplines of a Serving Leader

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 14 Dec 2018 10:23:00 GMT

Habits or disciplines keep us focused on leading, loving, and serving like Jesus. The following acronym (English: PEACE) helps us remember the five key disciplines of a serving leader:

P - Practicing Solitude
E - Experiencing Prayer
A - Applying Scripture
C - Continually Abiding in God’s Unconditional Love
E - Engaging in Enduring and Supportive Relationships

When developing others we need to help them establish good habits that remind them of their identity in Christ on a regular basis throughout their lives.

Practicing Solitude forces us to unplug from life’s cares around us and simply BE in Christ. Experiencing Prayer is more than just telling or listening. It’s entering into who we are in Christ as we sense his love in the context of a connected relationship. Applying Scripture is all about being doers of the Word and not hearers only (see James 1:22 ). Continually Abiding in God’s Unconditional Love is an intentional focus on God’s love for us ( Click here for statements of God’s unconditional love for you ) . Engaging in Enduring and Supportive Relationships refers to consistent relationships with other like-minded folks who can support and encourage us in life’s journey.

PEACE is the result of practicing these five habits; not peace as the world defines it, but Godly peace that brings calm in the storms and troubles of life (see John 16:33 ).

[Next week we begin looking at developing trusting relationships at the KNOWING level.]

Defined by Humility and Courage

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 07 Dec 2018 00:00:00 GMT

Last week we talked about problems resulting from basing our self-worth on fear and pride. What we really need to know is what God says about us, that our identity is in Christ alone. We belong to God and His purposes; our abilities and strengths come from being connected to Jesus ( John 15:1-17 ). Moreover we are a new creation ( 2 Corinthians 5:17 ) and joint heirs with Christ ( Romans 8:17 ).

Our heart motivations can be defined by fear and pride or by humility and courage. It depends on WHO is our audience. If people are our audience instead of God, our hearts need transformation. We need to place our fear and pride on the altar so God can transform our hearts and reshape our leadership so it’s defined by humility and courage.

Jesus’ true humility came from knowing WHO he was and WHOSE he was. He thus treated people with love and respect. He also chose to exalt his Father by going to the cross against his personal preferences. Our total surrender leads to victory over fear and pride.

Humility leads to God-grounded courage or confidence, not self-confidence. God calls, forgives, cleanses, and empowers us. He never stops loving us. He directs and empowers us, guaranteeing our future. He IS our confidence.

[Next week we will look at five disciplines of a serving leader at the BEING level.]

Self-Worth Based on Pride and Fear

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 30 Nov 2018 12:56:39 GMT

Robert S. McGee has stated that if Satan had a formula for self-worth it would equal my performance plus the opinion of others . At the foundation of this formula is pride and fear; we seek to impress or please when people are our audience.

Fear and pride cause me to compare myself with others, leading to either complacency or anxiety. It distorts the truth since I have an unclear view of reality. It causes me to focus on the short-term instead of the long-term. It also makes me falsely believe that I can control all situations. Fear and pride produce opposite results from what I intend.

Giving in to pride and fear results in separation from God (“I don’t need to pray”), separation from others (“I don’t need help”), and separation from ourselves or our own needs (“I don’t need to change”). False pride and toxic fear actually end up poisoning all our relationships.

Fear and pride need to be treated as addictions since they tend to be our default. The starting point for overcoming an addiction or weakness is to admit that we have a problem. A problem defined is a problem half solved.

[Next week we will discuss the full solution and the proper basis for our self-worth.]

The Five Tests of a Serving Leader

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 16 Nov 2018 00:00:00 GMT

KEY QUESTIONS:

Do I welcome and want feedback?
Am I planning for a successor?
Do I let God lead while I serve?
How do I respond when treated like a servant?
Do I lead out of fear or create fear in those I lead?

Since my heart is naturally self-serving, I need a heart transplant (see Ezekiel 36:26-27 ) that requires submission and surrender. The five tests reveal if my fear and pride have been placed on the altar. As “living sacrifices” (see Romans 12:1 ) we must die daily to our fear and pride since our tendency is to crawl off the altar.

Self-serving leaders push God out of their lives by:

Trying to lead everyone including God. Serving leaders are first followers and then leaders (see John 5:19-20 ).
Valuing anything more than God. When something is more important than Him, it is an object of worship (see Exodus 20:3 ). You can often tell a person’s wrong priorities by how they spend their time and money. This can include sports, possessions and the desire for power, recognition, appreciation, etc.
Choosing something other than God for security and self-worth (see Matthew 23:5-7 ) . Putting our faith and trust in people or things that are always at risk and unreliable, pushes God away as Audience, Authority, and Judge.

[Next week we will look at Satan’s formula for self-worth and the negative effects of leading from pride and fear.]

Who Am I and Whose Am I

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 09 Nov 2018 14:14:44 GMT

The serving leadership journey is based on a framework that has Jesus Christ as the foundation. The Apostle Paul was emphatic when he declared this in 1 Corinthians 3:11: “For no one can lay any foundation other than the one already laid, which is Jesus Christ.” In fact, its on the basis of this foundation that we can adequately answer the two questions in our title.

As discussed in Phase 1 , our framework also includes the pillars of “BE, KNOW, and DO,” applied and sustained through a number of disciplines. At the BE-ing level we examine a leader’s heart motivations, exposing a critical difference based on two questions.

The first key question—“Who Am I?”—regards my purpose in life, and the second question—“Whose Am I?”—regards my relationship with God. If the answers to my questions are self-centered, my heart is motivated by fear and pride. If they are motivated by a higher purpose to honor and glorify God, then my motivations will be characterized by humility and courage.

People are quicker to trust and follow those who have answered these questions positively and effectively. Let's take a deeper look at each question:

1) Who am I? Jesus became a leader worth following by overcoming three temptations ( Matthew 4:1-11 ). Ephesians 2:10 points out that we are God’s workmanship/handiwork (Greek root “poeima”...in one sense we are God’s poetry—he writes another stanza with each new day!) and in 2 Corinthians 5:20 we are called his ambassadors—representing King Jesus and his Kingdom to others.

2) Whose am I? According to 1 Corinthians 6:19-20 and 1 John 3:1 I am not my own but belong to God. He is my only audience, my authority and judge.

So do I have integrity? Am I aligned with WHOM I represent or am I just an illusion (see Matthew 23:25 )? Is my private life aligned with my public image? Can it be said of me: “What you see is what I am”? Our internal and external realities must be aligned—these reveal WHO or WHAT owns me.

[Next week we will look at the five tests of a serving leader.]

The Four Phases of the Serving Leadership Journey

lukek@reverbnetwork.org (Luke Kuepfer) — Sat, 03 Nov 2018 02:01:12 GMT

The serving leadership journey begins with self-leadership . We must recognize that we belong to God and must live for Him; He is our Audience of One. Matthew 6:33 tells us to "seek first his kingdom and his righteousness, and all these things will be given to [us] as well." Until our highest priority is to glorify God, we are not able to effectively lead ourselves. This requires daily surrender to His will and purpose. In surrendering everything to Him, we sacrifice the temporary for the eternal. When we do, we become leaders worth following. Unfortunately some never step out in faith, focusing on the lack of resources instead of their call. We must always remember that God’s vision will never lack God’s provision.

The second phase is one-on-one leadership . Once I am able to lead myself, I am then ready to influence or lead another person through coaching and mentoring. The goal of one-on-one leadership is to build trust. Without trust it is impossible to create and sustain effective relationships with others (Key texts: Matthew 5:23-24 & 7:12 ).

The third phase is team leadership . If I master the first two levels, then I am able to lead a team or family by building community. Serving leaders are trustworthy, drawing in people—just as Jesus did—while self-serving leaders tend to drive people away. Trust requires transparency, humility, vulnerability, and giving grace to others.

The fourth and final phase is that of organizational leadership . Only after I have mastered the first three levels am I ready to lead at the organizational level. Here the goal is to build unity and facilitate far-reaching effectiveness.

Failures in leadership often come as a result of passing over one or more of these four steps. Furthermore, we must never get off the journey but continue with greater development at all four phases.

[ Next week we will discuss two questions every serving leader needs to answer: "Who am I?" and "Whose Am I?" ]

Serving Leadership's Directional Journey

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 26 Oct 2018 23:06:20 GMT

The Serving Leadership Journey embraces three directional shifts: 1) From inside to out , 2) From private to public , and 3) From less to great . Serving leadership begins with you in terms of developing your character and competence. Only then can you lead others as someone worth following.

Note that between the ages of 12 and 30, Jesus increased in favor with both God and people ( Luke 2:52 ). His growth on the inside determined his outward impact. While little is said about his preparation for ministry, we can be sure that there was no time wasted in those silent years before he went public.

Matthew 4:1-11 records how Jesus became a leader worth following by overcoming the temptations. Immediately following his wilderness struggle, the disciples embraced his call to drop everything and follow him ( Matthew 4:18-22 ). They were honored that this young man from Nazareth had chosen them and immediately left family, financial security and all that was known to enter a world of risk and uncertainty.

Secondly, as Jesus’ leadership influence grew, his ministry also became more public ( Matthew 4:24-25 ). He moved out of the private sphere of Nazareth to proclaim the Kingdom of God in broader contexts.

Thirdly, Jesus' influence moved from less to great. He stewarded and leveraged his time, energy, and gifts for maximum impact. All leaders start out with some gifts and responsibilities but are given more based on how well they steward what they already have (see Matthew 25:14-30 & Luke 16:10 ).

While we should not seek greatness or publicity, a focus on inner development will move us in that direction. If we truly lead ourselves well it ensures that "greatness" remains focused on our mission and not on building our image. Finally, self-leadership also prepares us for the public sphere where so many leaders have tripped up. Andy Stanley drives this point home when he states, “Your talent and giftedness as a leader have the potential to take you farther than your character can sustain you. That ought to scare you.”

[ Next week we will revisit the four phases of the Serving Leadership Journey. ]

Jesus' Upside Down Kingdom Leadership Perspective

lukek@reverbnetwork.org (Luke Kuepfer) — Sat, 20 Oct 2018 02:38:52 GMT

Matthew 20:20-28 records the story of James and John’s mother coming to Jesus to request positions of power for her sons in his coming kingdom. Jesus acknowledged that earthly kingdoms were based on lordship and authority. But then he startled them all with his “upside down kingdom” leadership perspective: “Not so with you. Instead, whoever wants to become great among you must be your servant, and whoever wants to be first must be your slave—just as the Son of Man did not come to be served, but to serve, and to give his life as a ransom for many.”

In Jesus’ mind, true authority and power is gained by laying it down. Serving leadership is about giving up your position, power, and prestige in order to serve others like Jesus did.

Consider how Jesus—very Son of God—gave up his position, power, and prestige. Philippians 2:6-8 indicates that Jesus —“being in very nature God, did not consider equality with God something to be used to his own advantage; rather, he made himself nothing by taking the very nature of a servant, being made in human likeness. And being found in appearance as a man, he humbled himself by becoming obedient to death—even death on a cross!”

Through the incarnation—coming as a baby into a poor family (implied in Luke 2:24 )—Jesus subjected himself to earthly kingdoms that ultimately were his (see John 8:23 & 19:11 ). Furthermore, he sought only the applause of his Father (see John 6:14-15 , 38 & 7:3-4 ). Like Jesus, we can intentionally lay down our rights to gain spiritual authority and become trustworthy persons whom others will follow.

[Next week I will talk about Serving Leadership's directional journey.]

Mules or Horses

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 12 Oct 2018 12:50:42 GMT

Last week I mentioned that Jesus’ goal was not to build an institution but a movement. I also told you that we would discuss the one key difference between mules and horses and how it relates to movements. We might be drawn to their differences in beauty, speed, or ability, but the one key factor that I want to focus our attention on is reproducibility. Mules—the product of a female horse and male donkey—cannot reproduce because they have an odd number of chromosomes; for offspring, an even number is needed to divide into pairs.

Jesus’ model of going deep with the few through discipleship, coaching, and empowerment created a reproducible movement. While horses typically “cost” more than mules; planting “horse” reproducing movements takes more intentionality, strategic thinking, and time investment (though far less financial cost). The result or “payback” however, is always greater.

So here are some questions for you to ponder:

How can your leadership affect movement and reproducibility?
Is your current organizational model reproducible?
Are members participators or spectators?
Is maturity based on how much a person knows or obedience to what they already know?
Do leaders need to be trained and empowered?
What size of group makes it easier to reproduce both the movement and leaders for it?
What type of meeting places are best suited for a reproductive model of church?

These are tough questions without easy answers. But they are worth considering.

And finally, if we are only leading for the benefit of those around us we miss a key point of serving leadership. Serving leaders are future-oriented and therefore movement-focused. They see the “whole” world, not just “their” world. They build on a foundation already laid. They build on purposes greater than their own. They build and support movements that are changing the world!

[Next week we will discuss our key text on serving leadership.]

Developing Trusting Relationships

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 05 Oct 2018 20:42:13 GMT

The first phase of the Serving Leadership Journey deals primarily with self-leadership. Before leading others, one should become a leader worth following. The second phase focuses on developing trusting relationships. Those who lead themselves well build a foundation of credibility, creating an environment for strong leader-follower relationships.

These first two phases are captured in the diagram featured in this blog's image. Jesus disciplined himself first before discipling those around him which eventually resulted in a global church movement. Notice that he built this movement on the foundation of relationships—all at varying levels. He led three disciples (Peter, James, and John) up very close, spent most of his time with 12 disciples, and sent a select group of 70 disciples out as missionaries. After his death, resurrection, and ascension, his reverberating influence continued to inspire the world—first the 120 gathered in the upper room and then the 3000 on the first day of Pentecost. The question mark represents those of us who are part of the largest movement in the world today. By going deep with the few, Jesus catalyzed a global enterprise.

Jesus’ goal was not to build an institution but a movement; He gave us a model that is reproducible and creates environments in which people are transformed and involved in transforming others through trusting relationships.

[Next week we will discuss the one key difference between mules and horses and how it relates to movements.]

DOING Disciplines of a Serving Leader

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 28 Sep 2018 13:40:11 GMT

At the DOING level of serving leadership, we look at two key disciplines: Establishing supportive relationships and expressing unconditional love.

No one should experience life or leadership alone. We need people around us for accountability and support. In Mark 3:13-19 , Jesus chose 12 disciples to be with him and join him in his mission and in Luke 10:1 we see him sending out the 70 “missionaries” two by two. If Jesus—Son of God—needed people around him, how much more should we. Leadership was never designed to be a solo journey.

In John 17:11 and 21-23 , we see Jesus praying four times that his disciples would be unified just as he was in complete unity with his Father. Unity is essential for effective mission. Consider how Jesus must have sadly looked down over the centuries of time while repeating this prayer for unity. The church has always struggled with unity and therefore it's mission. We must never forget Christ's words in John 13:35—"By this everyone will know that you are my disciples, if you love one another."

The other essential discipline of a serving leader is expressing unconditional love. You may remember that at the KNOWING level we talked about experiencing unconditional love. We must first experience God's unconditional love in our own lives before we can extend it to others. In one of Jesus' highest expressions of unconditional love, he washed his disciples' feet ( John 13:1-17 ). It was the ultimate act of serving leadership, doing what a slave would typically do for his master.

[Next week we will turn to the second phase of the Serving Leadership Journey: Developing Trusting Relationships.]

Responsibility of a Leader Developer

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 21 Sep 2018 16:18:14 GMT

Last week we noticed how Jesus guided his disciples through the four stages of beginning, growing, maturing and reproducing, using four different methods— instructing , coaching , mentoring , and commissioning .

In the beginning stage, Jesus cast a compelling vision (see Matthew 4:18-22 ...from “fishing for fish” to “fishing for people”) to the disciples and gave them very specific instructions (see Matthew 10 ..."don't go there, but go here," "proclaim this message," "don't take these things along") for their mission. He primarily instructed them.

During the growing stage, Jesus focused primarily on coaching. One example of this is found in Matthew 17:14-20 where Jesus privately equipped the disciples with more instructions after their failure to cast out a demon. Although they had cast out demons prior to this event, this failure was overcome by Jesus giving them support and more information.

At the maturing stage, Jesus mentored his disciples. A great example of this is found in Matthew 14:22-33 where Jesus invited Peter to walk on water—a task for which he had the ability though no prior experience. Mentoring focuses on giving capable people greater challenges and helping them through difficulties.

At the final stage of reproducing, Jesus commissioned his disciples and got out of the way ( Matthew 28:18-20 ). Evidence of this level of empowerment is Peter ministering like Jesus in Acts 2:14 , 36-38 . Had Jesus not ascended to his Father, his disciples would have most likely continued to defer to him and not reached their full potential.

[Next week I will wrap up the first phase of Beginning the Journey of Serving Leadership with a look at the "Doing" disciplines.]

Stages of a Leader Being Developed

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 14 Sep 2018 00:00:00 GMT

Jesus guided his disciples through four stages of learning, from beginning —someone just starting out—to growing —someone in training—to maturing —someone capable of working independently—to reproducing —someone highly skilled and able to teach others. Serving leaders disciple or develop others by using four different methods appropriate to their stage of development.

At the beginning stage, the leader is focused on instructing since someone just starting out needs the basic information of what, how, where, when, and why.

At the growing stage, a leader provides coaching since one who is in training needs further instruction, practice, and evaluation.

At the maturing stage, a leader provides mentoring since a person able to work on their own needs assignments and encouragement.

At the final stage of reproducing, a leader developer gets out of the way by empowering and commissioning since that leader is now able to teach others and needs the freedom to go out on his/her own.

At the growing and maturing stages, a leader asks good questions and provides high levels of support and encouragement. The growing stage is especially critical as one begins to apply their learning and encounters failure. Leader developers engage with new leaders in a high support role, helping them “fail forward.”

[Next week I will share some examples of Jesus relating to his disciples at all four stages.]

Reasons People Resist Change

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 07 Sep 2018 12:36:01 GMT

We resist change for a variety of reasons. Sometimes we fear the unknown and prefer to remain in an environment we perceive is safe and comfortable. At other times we fear loss—to get something new we often have to give something else up. Sometimes it's fear of failure. Why risk something new if there's a chance of failure? And lastly, we resist change simply because we prefer to do things our way—the way we've always done it.

When Jesus came into the world he confronted his disciples' resistance to change. Note that in Matthew 14:22-33 , only Peter got out of the boat and walked on water. The rest of the disciples remained in the safe confines of their vessel and never experienced walking on water. (So next time you read that story, don't be so hard on Peter...at least he got out of the boat!)

Regarding loss, note that in Matthew 16:21-23 , Peter didn’t want to lose Jesus along with his perception of future glory in an earthly kingdom. While Peter's sense of loss may seem justified, Jesus' harsh rebuke must be understood in the context of what was at stake.

In terms of fear of failure, consider the man in Matthew 25:14-30 who buried the gold entrusted to him. By his own admission, he was afraid of his master and the implications of what a successful investment might entail.

Lastly, consider Jesus' disciples' resistance to change because of their personal preferences. In John 6:52-66 many disciples no longer followed Jesus because he simply didn't fit their idea of a Messiah.

[Next week I will talk about the stages of a leader being developed and the responsibility of a leader developer at each stage.]

Four Levels of Change

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 31 Aug 2018 00:00:00 GMT

Leadership is all about implementing change. Jesus came to put "new wine into new wineskins"—consider his repetitions in the Sermon on the Mount : "You have heard that it was said...but I tell you...." He inaugurated a new kingdom with a new paradigm for leadership. He was God who served, a God who washed feet, and a God who overthrew power by relinquishing power. Jesus certainly brought about change.

Change typically happens on four different levels, increasing in difficulty as you move from knowledge to attitude to behavior and finally toward group change. Let me explain.

First is knowledge—simply give someone new information so they can change their ways accordingly. In Matthew 5 , 6 , & 7 , Jesus gave His disciples teaching on his kingdom first before attempting implementation.

Second is attitude. A person may know the right thing to do but due to negative heart attitudes remain in the wrong. In Luke 9:52-55 , Jesus had to deal with the disciples’ hostility toward the Samaritans and in Luke 18:15-17 , he confronted their attitude toward children.

Third is behavior. Changing your thinking and attitudes is followed by the hard work of changing bad habits and behaviors. In John 18:10 , 17 , 25 , & 27 , Jesus had to deal with Peter’s violent behavior and bad habit of lying.

The fourth and hardest level is that of group change—getting everyone to change and move in the same direction. In Acts 1:6 , even after three years of Jesus' teaching and modeling, the disciples struggled with understanding that the Kingdom of God was for all nations and not just a political kingdom for the Jews’ benefit.

An example of change on all four levels could be made with smoking. A person may know it is unhealthy and may even have the desire to drop the habit. Breaking the behavior is much harder, however, and getting everyone in a country to discontinue the practice is hardest of all.

[Next week I will look at some reasons why people resist change.]

What Serving Leaders Do

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 24 Aug 2018 00:00:00 GMT

When it comes to serving leadership actions and behaviors much could be discussed. In this post, we'll unpack briefly those defined through the Biblical metaphors of shepherding and stewarding.

John 10:1-18 describes Jesus as the Good Shepherd. As a shepherd leader:
-you lead from a position of credibility and legitimacy (vs. 1)
-you know your followers intimately & lead them somewhere worth going (vs. 3)
-you lead from the front as an example rather than drive your followers (vs. 4)
-you bring fullness of life to the people who follow you (vs. 10)
-you sacrifice yourself for the good of your followers (vs. 11)
-you care for your people and protect them (vs. 12-13)
-you get to know your followers & are vulnerable, letting them know you (vs. 14)
-you are others-oriented to the point of laying your life down for them (vs. 15)
-you care about those not under your leadership and work toward unity (vs. 17)

Matthew 25:14-30 records a parable on stewardship. Here Jesus points out that everyone is given different gifts or talents and with that comes different levels of responsibility. We're all required to steward them to the best of our ability. So ponder this question: With the gifts, talents, energy, and resources allotted to us, how can we best steward them in the remaining time that we have?

[Next week I will discuss four levels of change.]

KNOWING Disciplines of a Serving Leader

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 17 Aug 2018 00:00:00 GMT

Serving leaders increase their knowing through disciplined study of Scripture and the practice of prayer.

Jesus knew the Scripture which gave him a tremendous advantage over his adversaries. But it was more than a basic knowledge of the truth—he was immersed in Scripture and fully aligned with it. Consider how he overcame temptation by quoting Scripture in Matthew 4 and Luke 4 . The tempter's "out-of-context" quotations were rebuffed by Jesus each time. Matthew 5:17 reveals that he not only lived in agreement with Scripture but also fulfilled it: "Do not think that I have come to abolish the Law or the Prophets; I have not come to abolish them but to fulfill them."

Knowing Scripture should be considered on a number of levels. First is reading it or listening to it. We gain truth by exposing ourselves to God's Word through teaching, preaching, and personal study. Second is memorizing Scripture. We take it within ourselves and begin to make it a part of our worldview. Third is meditation. We return again and again to ponder and think deeply about the truth within us. Fourth is applying it. Obedience is evidence that truth has transformed us. Fifth and finally, we teach others the truth. A disciplined pursuit of Scripture will give us both credibility and authority.

The second knowing discipline is prayer. Matthew 7:7-11 instructs us to ask, seek, and knock to get our vision from God. John 9:31 informs us that God listens to those who seek to do his will. And Hebrews 5:7 reveals that Jesus was heard by his Father because of his reverent submission. Gaining knowledge from God through prayer equips us to do His will.

[Next week I will begin looking at the DOING part of our serving leadership framework by discussing the question—"What do Serving Leaders do?"]

Developing Your Personal Vision (Part 2)

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 10 Aug 2018 00:00:00 GMT

Last week we looked at the intersection of passion, proficiency, and profitability and how that can help us discern our calling or vocation. Once we know that, our next step is to write out our vision.

A leader needs a good vision to be a person worth following. Jesus’ vision could be broken down into four different parts: a purpose statement, an operating set of values or guiding principles, a future dream, and strategies to accomplish his mission.

In Matthew 4:19 , Jesus changed the disciples’ purpose from fishing for fish to fishing for people. Their purpose was clear—they would be equipped and commissioned to bring people back into right relationship with their heavenly Father.

In Matthew 22:37-39 , Jesus shared his values or guiding principles—in essence, love God and love people. Note that these values are rank ordered. Loving God above all else equips us to love people well. In fact, you really can't love people rightly until you love God firstly.

In Matthew 28:18-20 Jesus shared his future dream—disciples from every nation in the world! Jesus' future picture of the Kingdom is inspiring and challenging, still motivating his followers today.

In Luke 13:32 and Acts 1:8 , Jesus shared his strategies to accomplish the mission. The first passage points out his immediate goals of healing and driving out demons before going to the cross and resurrecting. The second passage refers to the future when the disciples would focus on all geographical regions, spreading the Kingdom message.

[Next week I will wrap up the KNOWING part of our serving leadership framework by discussing several disciplines Jesus modeled for us.]

Developing Your Personal Vision (Part 1)

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 03 Aug 2018 00:00:00 GMT

"From one man he made all the nations, that they should inhabit the whole earth; and he marked out their appointed times in history and the boundaries of their lands." Acts 17:26

Everyone was created at a certain time, in a certain place, for a certain purpose. We all should seek to identify our life calling or purpose. Michael Hyatt has proposed that we discover our vocation or calling where the components of passion, proficiency, and profitability intersect.

First, what are you passionate about that breaks the heart of God? What holds your interest? What would you do if money was not an issue? Warning: Just because you love doing something does not mean that it is your calling.

Second, what are you proficient at? When do you feel God’s pleasure? What work are you proud of? What do you get rewarded for or hear others say you’re good at? How would you describe your gifts, skills, and abilities? Warning: Just because you are good at something does not mean that it is your calling.

Last, how could you be profitable or fruitful while influencing the world? What opportunities do you have to change the world? Is there a way to support yourself by what you do? Warning: Just because you make money doing something, doesn’t mean that it’s your purpose.

Once you have discovered your calling—who you are and why you are here—you can write out your vision. Your vision can be broken down into purpose, values or guiding principles, future dreams or picture of the future, and strategies.

[Next week we will discuss Jesus' vision in light of these four parts.]

Discovering God's Will (Part 2)

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 27 Jul 2018 00:00:00 GMT

Last time I shared that discovering God's will happens along providential, moral and personal lines. Jesus both taught and modeled that the more familiar you are with God's providential will (Matthew 6:10 "Your kingdom come, Your will be done, on earth as it is in heaven"), and the more surrendered you are to His moral will (Jesus' obedience to His parents in Luke 2:41-52 ), the easier it will be to discover His personal will (see Mark 14:36 ) for your life.

We get to know the will of God practically through study and application of scripture, prayer, and solitude—spending time alone with God—and by listening to the wise counsel of other believers.

As we truly seek God's personal will for our lives, He often puts a burden or passion on our hearts. This “holy discontent” (not to be confused with an "unholy disgruntledness") gives us a level of unrest in our spirits and leads us to a personal conviction to do something about it.

As we move on that conviction we're led to dream or envision what could be—a mental picture of the future. Initially, this dream is somewhat cloudy and doesn’t include much detail. As we step out in faith, God begins to make the vision clearer. Often we discover that our gifts, abilities, and life experiences are brought together by God to accomplish the “vision” or “dream” that He has planned for us.

[Next week we will look at developing your personal vision.]

Discovering God's Will (Part 1)

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 20 Jul 2018 00:00:00 GMT

The pursuit of God's will for one's life is somewhat presumptuous. To think that the sovereign God of the universe would stop "spinning all His important plates" to lean down and ponder His will for my life seems almost unbelievable. Yet, in light of God's character and Word, the concept merits some attention. Andy Stanley has proposed that we break down God's will for our lives into three dimensions—His providential, moral, and personal will.

God's providential will speaks to what He has planned to do and will do; we simply pray for understanding. His moral will refers to what He has revealed to us in His Word; we don't pray about it, we simply obey. His personal will for our lives is what He wants us to specifically do; He reveals this to us as we surrender to his providential and moral will.

In Genesis, God's providential will was to bless the nations of the world. He revealed His moral will to Abraham ( 12:1 "Leave your family...go to a land I will show you") who surrendered, obeyed in faith, and as a result became the father of many nations.

Similarly, in Exodus, God's providential will was to rescue Israel out of Egyptian slavery. Moses submitted himself to God's moral will ( 3:10 "Go...lead my people out of Egypt") and re-discovered God's personal will for his life forty years after attempting to initiate it on his own terms (ie. killing an Egyptian taskmaster and attempting the next day to establish himself as leader over his people).

[In my next post, I will share how God lays a burden or passion on our hearts in light of his providential and moral will.]

A Serving Leadership Philosophy

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 13 Jul 2018 00:00:00 GMT

In the KNOWING part of our serving leadership framework, we must first consider how God's philosophy contrasts sharply with that of the world.

Whereas the world's perspective on leadership is that it is all about exercising positional authority and power over followers, Jesus shows us that it is primarily about serving others. His perspective is best captured in Matthew 20:25-28 : “You know that the rulers of the Gentiles lord it over them, and their high officials exercise authority over them. Not so with you. Instead, whoever wants to become great among you must be your servant, and whoever wants to be first must be your slave—just as the Son of Man did not come to be served, but to serve, and to give his life as a ransom for many.”

Consider two different perspectives on people. God loves people and desires that they experience fullness of life (see John 3:16 and 10:10 ). In contrast, the world sees people in terms of usefulness and how they can be controlled to accomplish certain aims.

Finally, think about two different perspectives on work. The creation narrative provides evidence that all work is sacred, not just ministry (see Genesis 2:15 ). Whereas the world believes work is all about earning a living and making a person look good, the Biblical perspective is that it is all about glorifying God (see John 17:4 ).

Serving leaders align their perspectives on leadership, people, and work with God’s view rather than with that of the world’s.

[Next week we will learn about discovering God's will.]

BEING Disciplines of a Serving Leader

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 06 Jul 2018 00:00:00 GMT

Jesus practiced self-leadership disciplines that kept him aligned with his earthly mission and his Father’s will. In terms of “being” a serving leader, one must spend time in prayer and solitude, remaining anchored in his or her Father’s unconditional love—the solution to fear and pride.

Consider Jesus' discipline of prayer. Not only did Jesus teach his disciples how to pray ( Matthew 6:5-15 ) but he also modeled prayer ( Luke 5:16 ). As with Christ, prayer keeps us anchored in the Father's love—connected to the Vine so we can bear much fruit (see John 15:1-8 ). Prayer is about being before doing.

Jesus often practiced prayer along with the discipline of solitude. You see both of these disciplines when he had big decisions to make such as choosing those who would serve on his team (see Luke 6:12-16 ). During solitude Jesus aligned himself with his Father’s will, preventing himself from doing only that which would secure his popularity (see Mark 1:29-39 ...in this case the proclamation of the whole Gospel instead of a healing ministry only). Mark 6:45-46 gives us a glimpse of how Jesus prioritized private relationship with his Father over public popularity with the crowds he had just fed. In Luke 22:39-46 , Jesus got alone with his Father when facing crucifixion—his greatest challenge while on earth. Setting aside time for solitude creates an ideal environment for simply being.

A final discipline in terms of being is experiencing unconditional love. How often do you take time to reflect on who you are and whose you are? If Jesus needed to hear WHO he was and WHOSE he was through his Father’s proclamations of unconditional love (see Mark 1:11 and 9:7 ) how much more should we!

[Next week I will begin to look at the KNOWING part of our serving leadership framework by discussing the philosophy of a serving leader.]

Audience of One (Part 2)

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 29 Jun 2018 00:00:00 GMT

Robert S. McGee proposed in his book— The Search for Significance— that if Satan had a formula for self-worth it would look like this:

MY PERFORMANCE
+ THE OPINION OF OTHERS
= MY SELF-WORTH

When we lead with people as our primary audience we typically try to impress them with our work, abilities, and efforts. Our self-worth often becomes dependent on their opinions of how well we perform. If we succeed our self-worth goes up and if we fail it goes down.

Self-worth defined by this formula is on shifting sand. It leans on pride to prop itself up and it resorts to fear when performance or opinions are down. Pride and fear in our leadership create the following problems:
(1) Broken relationships with those around us since there is a lack of trust as we self-protect and blame others when things go wrong,
(2) Unhealthy comparison and competition between us and others as we self-promote at the expense of others, and
(3) A temporal focus on reality as we focus on the here and now, attempting to keep our self-worth intact.

When we lead to please God, however, we gain true humility since we see ourselves in light of Who He is. Our self-worth is based on who He says we are in Christ. Therefore we can lead with courage and confidence as we have the assurance that he has called us and equipped us for the task.

When God is our audience we must make him the only object of our worship, our only source of security and self-worth, and the audience, authority, and judge of our lives. Otherwise, we exchange each of these for something or someone other than God and our self-worth is on a crumbling foundation.

[Next week I will wrap up the BEING part of our serving leadership framework by discussing several disciplines Jesus modeled for us that keep us anchored in who and whose we are.]

Audience of One (Part 1)

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 22 Jun 2018 00:00:00 GMT

All leaders need to choose their audience—who they will seek to please. Our leadership basically comes down to either pleasing God as our “Audience of One” or pleasing people. Leading with God as our primary audience ensures that we do what is right regardless of personal cost. Leading to please people can result in irrational decisions, protection of self, and misuse or abuse of power.

Leading to please God instills within us both humility and courage. Humility, because we know who we are and whose we are—that any gift or ability we have comes directly from God; we are only stewards of the time, energy, and resources He has given us. Courage, because we can do all things through Him who gives us strength (see Philippians 4:13 ). When we know our identity in Christ and are aligned with His Kingdom values we can courageously say with Paul in Romans 8:31 : "If God is for us, who can be against us?"

If our audience is people, however, we will lead out of fear or pride. Fear, because our insecurity leads to "people pleasing" and sometimes coercion to accomplish results. Pride, because we self-promote or self-exalt in order to make ourseves appear worth following even though we are much less than the greatness we project. Ultimately, pleasing others with our leadership is self-focused; we want others to like us or accept us, regardless of what is true or right.

When we lead to please God, we will have:
(1) Humility and confidence that results in fellowship with others,
(2) Contentment with what we have and a spirit of generosity toward others, and
(3) An eternal perspective on reality.

[In my next post I will look briefly at Satan's formula for self-worth which many leaders buy into when people are their audience.]

Character Defined by the Fruit of the Spirit (Part 3 of 3)

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 15 Jun 2018 13:08:24 GMT

In Part 1 and Part 2 I looked at the first six fruits of the Spirit mentioned by Paul in Galatians 5:22-23 . I'm wrapping up this series with faithfulness , gentleness , and self-control .

In Mark 10:32-34 , Jesus is a great example of FAITHFULNESS in his calling. He went to Jerusalem despite knowing that he would be nailed to a cross. He was faithful in his calling regardless of personal cost—a price all serving leaders are willing to pay if they follow Jesus Christ.

In Luke 18:15-17 , Jesus took time to invest in children—the insignificant in society of that day. His GENTLENESS is evident as he placed his hands on them to bless them. Serving leadership gives a voice to the voiceless, always striving to be gentle and nurturing with those who are not significant contributors to society.

In Mark 15:29-32 , Jesus resisted proving himself to those who hurled insults at him on the cross. As one hymn states it so well: "He could have called ten thousand angels to destroy the world and set him free." Consider the tremendous SELF-CONTROL Jesus exhibited in not coming off the cross and showing his power as God. Serving leaders who are characterized by self-control know who they are and whose they are, refusing to use their power for self-fulfillment or to enhance their reputation.

So how would you rate your character in light of the fruits of the Spirit? Which ones could you grow in the most? Are Jesus' examples from the past relevant to you today?

[My next post will discuss serving leaders' audience and why that makes all the difference in how they lead.]

Character Defined by the Fruit of the Spirit (Part 2 of 3)

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 08 Jun 2018 21:30:57 GMT

In my last post , I looked at love, joy, and peace—the first three fruits of the Spirit mentioned by Paul in Galatians 5:22-23 . I now turn to patience , kindness , and goodness —three more character attributes of Jesus that all his faithful followers will aspire to develop.

In John 21:15-18 , we see evidence of Jesus' PATIENCE when working with Peter. Just days earlier, despite three years of friendship and intentional development, Peter had three times denied his relationship with Jesus. But despite these failures, Jesus restored Peter three times, once for each denial. Likewise, serving leaders exhibit patience with those they are developing, allowing them to fail forward.

In Luke 22:49-51 , Jesus healed Malchus’ ear in a selfless act of KINDNESS while experiencing the trauma of arrest. Serving leaders compassionately focus on others with no attention to matters of self-interest.

In Acts 10:37-39a , witnesses of Jesus' life on earth testified to his GOODNESS expressed to everyone and everywhere, including places where he was hated. If we aspire to follow Jesus' model of serving leadership we will do what is good and right at all times, in all places, with all people.

[My next post will look at the last three fruits of the Spirit serving leaders must develop to be characterized as Jesus-followers.]

Character Defined by the Fruit of the Spirit (Part 1 of 3)

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 01 Jun 2018 00:00:00 GMT

In the being part of our serving leadership framework, we first must look at one's character development. When writing to the Galatians ( 5:22-23 ), Paul named nine different character attributes of those who are led by the Spirit of Christ: love, joy, peace, patience, kindness, goodness, faithfulness, gentleness, and self-control. The next few posts will examine how Jesus modeled these attributes for those who seek to lead, love and serve like him.

In John 15:12-13 , Jesus told us to LOVE each other as he has loved us—sacrificially for the benefit of the other person, even to the point of laying one’s life down for another. If I aspire to serving leadership, I must love like Jesus loved, sacrificing personal advantage for the sake of others' success.

In Luke 10:21 , Jesus had JOY through the Holy Spirit when his disciples grew in their spiritual understanding. Hebrews 12:2 points out that Jesus endured the cross for the joy set before him. If I am a serving leader, I will be characterized by joy when others develop and are successful in the Kingdom of God. Joy will also define my attitude when I experience suffering, rejection, and negative circumstances.

In Luke 22:41-44 , Jesus resigned himself to suffering despite his personal will, having PEACE with the knowledge that his Father’s will was best. Serving leaders are not about building their own kingdoms, living out their dreams, or finding significance in personal achievements. Rather, regardless of the cost, they live to achieve their Father's will, building His Kingdom for His glory.

[My next post will look at three more fruits of the Spirit serving leaders must develop to be characterized as Jesus-followers.]

A Serving Leadership Framework

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 25 May 2018 00:00:00 GMT

At the Reverb Network , we like to describe our serving leadership framework in terms of be , know , and do . In other words, who we are, what we know, and what we do, all contribute to our leadership model. We need to be like Jesus in both character and competence. Our beliefs about leadership, people, and work need to be aligned with that of Jesus. And ultimately our behaviors and actions must display the serving leadership lifestyle of Jesus.

Serving leaders stay aligned in their being , knowing , and doing by practicing spiritual disciplines. For example, serving leaders practice the disciplines of prayer and solitude to develop in self-leadership and character. They read scripture and experience God's unconditional love to know who they are, whose they are, and the details of their mission. Serving leaders also express unconditional love to others on a regular basis, helping everyone fail forward in the mission of leading, loving, and serving like Jesus.

It's important to note that we were first created as human beings , not human doings . In that sense, b eing precedes doing . Get the being part right and you'll be set up for right doing . But the being and doing must also be supported by right knowing . Who we are in God's image and what we do in light of God's mission for us (see Genesis 1:28 ) are built on proper knowledge and developed through careful discipline.

Jesus Christ is the foundation of our serving leadership model. Not only do we build on him, but we also follow his role model. We learn his ways―how he loved and interacted with people, how he developed and equipped his disciples, and how he remained focused on the mission that God gave him―to become serving leaders.

[My next post will begin to focus on the being part of our serving leadership framework with special attention given to character development.]

Two Roles of Serving Leadership

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 18 May 2018 17:53:00 GMT

Leadership for many is about top-down management–the leader at the top of the pyramid directing everyone at the bottom. The serving leadership model supports this perspective when it comes to giving direction but upends the pyramid for the second role of implementation. The first is a shepherding role in which the leader provides purpose and direction, casting the vision and promoting the mission from the top down while also caring for the followers. People respond, deciding whether or not to commit to the vision and support the mission. In the stewarding role, the followers fulfill the mission, supported and empowered by a leader who serves them with resources and training.

The metaphor of a shepherd serves well in light of the Biblical context (see John 10:1-18). A shepherd provided guidance, leading sheep to grassy patches scattered throughout the desert. Laying down across the entrance of a rock enclosure at night, a shepherd also protected the sheep from wild animals and thieves. In the shepherding role, the leader walks out in front, giving direction and ensuring protection.

The metaphor of a steward works well for the second role. Ultimately, all serving leaders are stewards of their responsibilities, serving under someone or something higher than them. Leadership is not about them but rather about fulfilling their vision and mission connected to their calling. They enable, empower, and serve those who have chosen to join them in accomplishing that calling.

Serving leaders give their people the vision and direction they need to accomplish the mission of the Kingdom. Unlike those who ascribe to the traditional pyramid model, serving leaders serve and support people as they implement the mission, rather than having people serve them.

[My next post will describe the framework the Reverb Network uses for its model of serving leadership.]

A Serving Leadership Definition

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 11 May 2018 00:00:00 GMT

There are basically two types of leadership: Relational leadership and organizational leadership. The first one is based on your life roles whereas the second one on title and position. While we exercise leadership in both realms, we do not need a formal leadership position to be a leader. Everyone has the ability to influence others in multiple roles and thus has leadership.

Jesus did not exercise organizational leadership since he had no formal position, power, or authority. Yet, no one has influenced the world more than he has. He was a leader worth following, focused on a higher purpose—his Father’s will. People followed him because of his life role and relationships; authority and power were attributed to him based on who he was and what he did. His leadership flowed from authenticity rather than coercion or force.

Jesus called his disciples and developed them for a mission far beyond what he could accomplish personally. John 14:12 records that Jesus set them up for success: "Very truly I tell you, whoever believes in me will do the works I have been doing, and they will do even greater things than these, because I am going to the Father."

When people's thinking and behaviors are changed to the point that they can continue their leader's mission, they are developed for success. Most parents feel successful when their children carry on their values and legacy. Leaders of any enterprise are only successful if they raise up successors to carry on the purpose and goals of the organization.

Hence we come to a serving leadership definition captured by Christ's life and mission: A serving leader is someone worth following who accomplishes a higher purpose by developing others.

Relational leadership is most important as it sets you up for successful organizational leadership. There's nothing wrong with titles and positions, but relying solely on the power or authority that those titles and positions give you will seriously undermine the real influence you can have on the people you lead.

[My next post will examine two roles of serving leadership.]

Serving Leadership According to Jesus

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 04 May 2018 21:09:00 GMT

Picture a mother approaching Jesus with her two sons. She asks that they are awarded the highest positions in his coming kingdom. No doubt she wants what is best for them, but she is also positioning both them and herself for special privileges, power, and authority. Now picture the outrage of the other disciples. They're probably upset that their mothers hadn't thought of this first...I mean, who can turn down a mother requesting on behalf of her sons? Now they will be relegated to lesser positions and fewer privileges. How dare James and John make this move on them!

Consider this: All twelve wanted top spot. They all misunderstood the nature of Jesus' kingdom. Along with the mother of James and John, their desires were misguided. Jesus basically told them that they had no idea for what they were asking. He concluded with these words: "You know that the rulers of the Gentiles lord it over them, and their high officials exercise authority over them. Not so with you. Instead, whoever wants to become great among you must be your servant, and whoever wants to be first must be your slave—just as the Son of Man did not come to be served, but to serve, and to give his life as a ransom for many."

Jesus was leading an upsidedown kingdom where service would be the basis for authority, where power would give way to suffering, and where death would be conquered through dying.

Jesus strongly confronted the notion that our leadership is based on the world's version. His words bear repeating: "Not so with you." Greatness is serving—pouring ourselves out for the good of others. Even our desire for position and power is wrong. What a tragedy that Jesus' model of leadership has been largely missed by organizations defined by The Kingdom yet structured by hierarchy and positional authority.

[My next post will propose a definition for serving leadership.]

Who Influences You?

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 27 Apr 2018 00:00:00 GMT

Consider the following questions: Who influenced you the most when you were growing up? Can you think of someone who had a negative influence on your life? In what ways did that person affect the way you lead/influence others? How has Jesus influenced your leadership personally?

It's pretty obvious that we are influenced mainly by those with whom we have close relationships. I think of my parents, school teachers, and friends. Even my grade six vacation Bible school teacher has had a significant impact on my life. We lead based on how we were led or saw others lead. Never underestimate the influence you are having on each person you meet nor the impact of those with whom you spend most of your time. As someone once said: "You become like the 5 people you spend the most time with so choose carefully." Surround yourself with those who take you up, not down.

Considering the impact of relational influence, we must carefully choose friends and colleagues, both for ourselves and for our children. I close with the following Proverbs:

"The righteous choose their friends carefully, but the way of the wicked leads them astray." (12:26)

"Walk with the wise and become wise; associate with fools and get in trouble." (13:20)

"Do not be a friend of one who has a bad temper, and never keep company with a hothead, or you will learn his ways and set a trap for yourself." (22:24-25)

[My next post will examine a key text on serving leadership.]

The Reverberating Effect of Influence

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 20 Apr 2018 00:00:00 GMT

Have you ever thrown a tiny stone into a pond of water and watched the ripple effect? The waves set in motion from the impact of that rock on the surface of the water eventually reached the entire shoreline.

So it is with our lives. Our influence today can have a reverberating effect on future generations. In fact, this is how Jesus changed the world; he went deep with the few to impact the many. Consider this diagram depicting the different levels of influence that Jesus had with the people around him. He obviously didn't give everyone equal amounts of time; his investment with the few provides us with a model for far-reaching influence spanning both time and space.

First, leadership begins with us . In Luke 2:41-52, we read that Jesus increased in favor with God and people at age 12. In fact, his first 30 years are perhaps best characterized by this one phrase. Later, at the beginning of his ministry, Jesus further led himself and became a leader worth following by conquering the self-leadership temptations (Luke 4:1-13).

Jesus' second level of leadership was with his inner circle of Peter, James, and John. He spent more time with them than the other disciples preparing them for key leadership positions in the early church. In Luke 8:51, Jesus raised Jarius’ daughter from the dead with the inner circle present; in Luke 9:28-36, Jesus allowed his inner circle to witness his transfiguration; and in Mark 14:33, we see Jesus taking Peter, James, and John with him to pray in Gethsemane during a time of great personal need and vulnerability.

Jesus' third level of leadership is with his disciples. In Luke 6:13-16, he chose twelve and in Luke 9:1-6, he empowered and sent them out to reach their own people.

Jesus' fourth level of leadership is with the 70 disciples sent out in Luke 10:1-20; they were commissioned to go everywhere.

We see these numbers continue to grow as we get to Acts 1:15 where 120 believers gathered to pray before Pentecost in an upper room. Shortly thereafter, Jesus' reverberating influence impacted 3000 new converts at Pentecost. And the question mark in the diagram? That represents all of us who name the name of Christ and walk in his ways; Jesus' influence continues to ripple outward.

So here's the key point: Leading, loving and serving like Jesus means spending more time with a few than with many in order to have the greatest influence. Yes, Jesus took time for the crowds and healed those who crossed his path. But Jesus spent most of his time with the inner circle and the 12 disciples. His focus was on quality and quantity was the result.

[My next post will look further at this reverberating aspect of influence.]

Leading an Organization

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 13 Apr 2018 00:00:00 GMT

We've looked at how the leadership journey begins with leading self , how we lead others based on trust, and how we can lead teams around a shared mission. We now turn to organizational leadership which has the potential to flow from these three.

One of the fascinating things about Jesus is how he set others up for success. "Very truly I tell you, whoever believes in me will do the works I have been doing, and they will do even greater things than these, because I am going to the Father" (John 14:12). By equipping and empowering his disciples, Jesus set them up for multiplicative and organizational effectiveness. He never wrote a book, never held an official position, and never led an organization. Yet today the largest entity in the world is a group of believers who call themselves the body of Christ. Jesus instilled in his disciples the DNA for organizational expansion and sustainability.

Organizational leadership is all about achieving effectiveness and unity of purpose. In Matthew 28:18-20, Jesus commissioned his disciples to build an organization with representation from every ethnic group. Revelation 5:9 and 7:9 depict the prophetic fulfillment of that vision. It will happen! In John 17, Jesus prayed four times that all who would join his worldwide organization would be united as one. Organizational leadership produces synergy for tremendous success both unimaginable and unattainable apart from the collective and focused efforts of many around a grand vision.

Question: How can we rally around the John 17 prayers of Jesus, finding "in essentials, unity; in doubtful matters, liberty; in all things, charity" (attributed to various sources)?

[My next post will look at the reverberating effect of influence; how something seemingly small can have a significant impact.]

Leading a Team

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 06 Apr 2018 00:00:00 GMT

The leadership journey begins with leading self, followed by leading others on the basis of trust, and then assembling those individuals into a team that can accomplish a shared mission.

A team is a group of accountable individuals who leverage and discipline their unique strengths to fulfill a common mission by accomplishing specific goals. Leading a team is all about building trust and community among these individuals so they can work together to achieve more than if they worked alone.

In Luke 6:12-16 Jesus chose his disciples from various backgrounds and careers to inaugurate his kingdom and accomplish his Father's will. He had fishermen, a tax collector, and even a former terrorist on his team. Imagine the tax collector—one who collaborated with Rome—laying his sleeping bag down beside the zealot (modern-day terrorist) who had dedicated his life to overthrowing Rome. Jesus certainly had his work cut out getting this motley crew together and equipping them to unite around a common goal.

In John 13:1-17 we get a key insight into how Jesus built them into a strong team. He took off his outer clothing, wrapped a towel around his waist, poured water in a basin, and then commenced to wash their dirty feet. Typically a slave or servant would wash the feet of guests. But in this case, Jesus modeled the attitude he desired of leaders and team members in his kingdom. Humility and service were to characterize and embody their perspectives and actions. As he had served them they were to serve one another. In a most graphic and symbolic act relevant to that culture, Jesus took his team to a higher level of intimacy by modeling serving leadership.

Question: How might you serve your team–with those you work, worship, or do life–in practical ways akin to Jesus washing his disciples' feet? A pastor's wife once told me that for her it meant going over to the house of a lady "great with child" and cleaning her toilets. Now that is practical modern-day foot washing! What might it look like for you?

[My next post will look briefly at organizational leadership, the fourth phase in the serving leadership journey.]

Leading Another

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 30 Mar 2018 20:35:29 GMT

The leadership journey begins with leading self, becoming a person worth following. Next comes the ability to lead others based on trust established through relational connection and interaction around a mission.

In Jesus' leadership journey, his disciples chose to follow Him after he overcame three personal leadership temptations in the wilderness. He cast a vision of fishing for people to several fishermen and they were compelled to follow him by both this vision and his personal credibility. He was someone who knew who he was and where he was going. He was someone to be trusted, someone worth following.

At times Jesus invited the disciples to follow him individually (see Mark 2:14 ), and at other times, in groups (see Matthew 4:18-22 ). Whatever the case, they instantly left their source of income and security to follow him. According to tradition, eventually ten out of the original twelve disciples laid down their lives for Jesus. That is a powerful testimony to a leader worth following–one who is trustworthy.

In one story, Peter walked on water because he trusted Jesus who had called him out of the boat into the storm-tossed waves. This was no minor feat; Galilean fishermen saw the stormy sea as hell itself. No one in their right mind would ever venture out into a storm on Galilee let alone off a boat caught up in it. But Peter did because he trusted Jesus. Trust is the basis for leading others; without it, there's little commitment or risks taken for something meaningful and worthwhile.

So how do you build trust? By leading yourself well–denying instant gratification, self-exaltation, and self-fulfillment. By casting a compelling vision to which you're committed, no matter what the cost. By keeping your promises and apologizing when wrong. That also increases trust and builds your credibility. Credibility is invaluable. It is fueled by both your character and your competence. People will follow you if they trust you–a leader with credibility.

[My next post will touch on leading a team, the third phase in the serving leadership journey.]

Leading Self

lukek@reverbnetwork.org (Luke Kuepfer) — Mon, 26 Mar 2018 15:50:01 GMT

I mentioned in my last post that on the leadership journey we must begin with leading ourselves. Those who lead themselves well become leaders worth following. In other words, they establish the credibility to lead.

It's interesting to note that even Jesus had to begin here. In Hebrews 5:8 we read that “Son though he was, he learned obedience from what he suffered.” Quite frankly, I find this almost unbelievable. Jesus—Son of God—had to “learn” something.

Consider his three great temptations before he called his followers. They all had to do with self-leadership, clarifying personal values which made him someone worth following. They also struck Jesus at his core identity; two of the temptations are prefaced with, "If you are the Son of God". All leaders need to discover who they are and whose they are .

The first temptation concerned turning stones into bread. Jesus had fasted for 40 days in the wilderness and was starving hungry. But rather than instantly gratifying his flesh, Jesus chose to lead at a higher level. His response to the devil? "Man shall not live on bread alone, but on every word that comes from the mouth of God." We become leaders worth following when we deny instant gratification and seek to accomplish a purpose greater than ourselves.

In the second temptation (according to Matthew's Gospel), the devil took Jesus to the pinnacle of the temple and told him to jump. What better place than this, for Jesus to establish Himself as Messiah in front of all the religious topguns! Imagine him gliding down in front of the religious authorities as a self-proclaimed super-leader, ready to take on the world and kick out the Roman rulers. He could have made a great name for himself, using his power for personal glory! But Jesus had come to do his Father's will...to establish a different kind of Kingdom based on a different kind of king. In fact, throughout the Gospel narratives, you'll often see him sneak away from the applause and the fame. We become leaders worth following when we use our strengths and abilities for God's glory rather than for advancement and self-exaltation.

In the third temptation, the devil tempted Jesus to bow down and worship him in exchange for all the kingdoms of the world. For Jesus, it would have meant escaping the torture of death on a cross to get what He had come for—a shortcut to success. But Jesus refused to sell his soul to accomplish his mission. The end does not justify the means. We must never compromise our integrity and character to achieve success. Doing the right thing the right way every time makes us leaders worth following.

So overcome like Jesus. Deny instant gratification, use your God-given talents and gifts for his glory, and never take shortcuts to success. In so doing you will become a leader worth following regardless of your position or title.

[My next post will touch on leading others, the second phase in the serving leadership journey.]

Greetings from Cameroon

Sun, 25 Mar 2018 00:00:00 GMT

March 25, 2018

Greetings from Douala, Cameroon! I had wanted to give you updates on this year’s trip to train leaders in Cameroon and Nigeria, but the hotel that we stayed at did not have wifi or any sort of internet connection.

This morning, we are preparing to leave Cameroon and fly to Lagos, Nigeria and then onto Enugu, Nigeria, where we will spend a week training a group of church leaders.

This past week in Cameroon, we faced a couple of new challenges and were compelled to change our process. The biggest challenge that we faced was that the leaders in the training were only French speakers. This meant that everything needed to be translated. The second challenge is that we had was caused by the first one…we did not have any handouts or other materials that they could read. The third challenge was that we had two groups of leaders that wanted to receive our training.

To address these challenges, it forced us to alter our normal training plan. We ended up training one group of 27 leaders from 9 am to 1 pm from Monday-Friday. In the afternoons, we would train a second group of 24 leaders from 4 pm to 8 pm. We also did not conduct any teach-back sessions. We were able to present the material and spend an entire day (four hour session) reviewing each of the various topics to make sure that they understood the key points and answering any questions that they may have had. In addition, we made arrangements with our hosts, after we have been able to translate our material into French, to come back and get the leaders organized in coaching groups and conduct several days of teach-back sessions.

Overall, the training went well and both groups of leaders were hungry for the message of serving leadership and are eager to take it back to their churches and their communities.

It has been very hot and humid here in Cameroon. Temps have been in the mid-80’s everyday and with the heat index in the mid-90’s. It has rained nearly every day. There were a couple of days where we had some really severe thunderstorms. One night we spent the entire night without power, lights, or water. Fortunately, the hotel staff brought us candles for our rooms.

Well, that’s my report from Cameroon. I also will post a couple of pictures. Thanks for your prayers. I hope to be able to update you daily on what we are doing in Nigeria this next week.

Blessings!

Fred

The Serving Leadership Journey

lukek@reverbnetwork.org (Luke Kuepfer) — Fri, 16 Mar 2018 00:00:00 GMT

Leadership is a journey, not a destination. We grow and develop over time, expanding in both our capacity and influence. While some are born with natural leadership traits, leadership capacity can be developed in anyone, especially if they are willing to pursue self-leadership and learn from experience. Influence will naturally follow anyone who remains on this journey.

Everyone's leadership begins with themselves. Before leading others, one should conquer self-leadership to become a leader worth following; it's where trust and credibility are built. One-on-one leadership increases that trust to the point where a leader can unite diverse personalities into a community or team. If teams are equipped and developed, they can be formed into an organization leading to higher and higher levels of effectiveness around a vision and mission.

This, in fact, is the model of Jesus Christ. Conquering three temptations that all had to do with self-leadership, he became a leader worth following. He then called his disciples one by one, forming them into a team that eventually went out and turned the world upsidedown through a movement called the church.

[Our next post will examine the three temptations of Jesus that made him a leader worth following.]