A LEADERSHIP STYLE THAT WORKS —GUARANTEED

1 THESSALONIANS 2:1-12

NASB

1 For you yourselves know, brethren, that our [a]coming to you was not in vain, 2 but after we had already suffered and been mistreated in Philippi, as you know, we had the boldness in our God to speak to you the gospel of God amid much [a]opposition. 3 For our exhortation does not come from error or impurity or [a]by way of deceit; 4 but just as we have been approved by God to be entrusted with the gospel, so we speak, not as pleasing men, but God who [a]examines our hearts. 5 For we never came [a]with flattering speech, as you know, nor with a pretext for greed —God is witness — 6 nor did we seek glory from men, either from you or from others, even though as apostles of Christ [a]we might have [b]asserted our authority. 7 But we [a]proved to be [b]gentle [c]among you, as a nursing mother [d]tenderly cares for her own children. 8 Having so fond an affection for you, we were well-pleased to impart to you not only the gospel of God but also our own [a]lives, because you had become [b]very dear to us.

9 For you recall, brethren, our labor and hardship, how working night and day so as not to be a burden to any of you, we proclaimed to you the gospel of God. 10 You are witnesses, and so is God, how devoutly and uprightly and blamelessly we [a]behaved toward you [b]believers; 11 just as you know how we were exhorting and encouraging and [a]imploring each one of you as a father would his own children, 12 so that you would walk in a manner worthy of the God who calls you into His own kingdom and glory.

2:1 [a]Lit entrance  2:2 [a]Or struggle, conflict  2:3 [a]Lit in deceit  2:4 [a]Or approves  2:5 [a]Lit in a word of flattery  2:6 [a]Lit being able to  [b]Or be burdensome  2:7 [a]Or became gentle  [b]Three early mss read babes  [c]Lit in the midst of you  [d]Or cherishes  2:8 [a]Or souls  [b]Lit beloved  2:10 [a]Lit became  [b]Or who believe  2:11 [a]Or testifying to 

NLT

1 You yourselves know, dear brothers and sisters,[*] that our visit to you was not a failure. 2 You know how badly we had been treated at Philippi just before we came to you and how much we suffered there. Yet our God gave us the courage to declare his Good News to you boldly, in spite of great opposition. 3 So you can see we were not preaching with any deceit or impure motives or trickery.

4 For we speak as messengers approved by God to be entrusted with the Good News. Our purpose is to please God, not people. He alone examines the motives of our hearts. 5 Never once did we try to win you with flattery, as you well know. And God is our witness that we were not pretending to be your friends just to get your money! 6 As for human praise, we have never sought it from you or anyone else.

7 As apostles of Christ we certainly had a right to make some demands of you, but instead we were like children[*] among you. Or we were like a mother feeding and caring for her own children. 8 We loved you so much that we shared with you not only God’s Good News but our own lives, too.

9 Don’t you remember, dear brothers and sisters, how hard we worked among you? Night and day we toiled to earn a living so that we would not be a burden to any of you as we preached God’s Good News to you. 10 You yourselves are our witnesses —and so is God —that we were devout and honest and faultless toward all of you believers. 11 And you know that we treated each of you as a father treats his own children. 12 We pleaded with you, encouraged you, and urged you to live your lives in a way that God would consider worthy. For he called you to share in his Kingdom and glory.

[2:1] Greek brothers; also in 2:9, 14, 17.   [2:7] Some manuscripts read we were gentle.  

Our world today lacks strong, admirable leadership that exhibits both integrity of heart and skillfulness of hands. At the same time, the world abounds with leadership literature, lectures, conferences, and consultants. These products promise fresh ideas, new techniques, and practical principles that will help us become more effective and successful. Sometimes the advice proves true. More often than not, we’re offered a set of gimmicks and clichés that leave us frustrated rather than refueled, overwhelmed rather than liberated.

Why all the hullabaloo about leadership and the fuss over leadership styles? Because leadership is essential to the success of an organization. And I mean any organization —a nation, a sports team, a business, a school, a family, an army, or a church. The secret of success and progress rests with those in charge.

But what is leadership? Simply put, leadership is “inspiring influence.” It’s the ability to light a fire in people’s hearts and minds that motivates them to do things they never thought possible. Like rallying an army at the brink of defeat to victory . . . reviving students who are barely passing their courses to acing their exams . . . and renewing churches at the brink of implosion to a new sense of mission and explosive growth. In business, a good leader can stimulate high morale while increasing profitability. In a family, good leadership can leave a legacy of strong character.

That’s what good leaders do, but it’s not as easy to describe who leaders are —or to prescribe how to get that way. If you were to analyze a variety of effective leaders, you’d often be hard-pressed to find clear similarities on the surface. Temperaments vary among leaders. Yet one common thread runs through the fabric of them all: their ability to get along well with people. In his book The Making of a Christian Leader, Ted Engstrom explains:

The great American entrepreneur John D. Rockefeller stated, “I will pay more for the ability to deal with people than any other ability under the sun.” According to a report by the American Management Association, an overwhelming majority of the two hundred managers who participated in a survey agreed that the most important single skill of an executive is [the] ability to get along with people. In the survey, management rated this ability more vital than intelligence, decisiveness, knowledge, or job skills.[5]

I find that fascinating. Relationships are more important to good leadership than temperament, technique, and intelligence. This is something I’ve learned myself over several decades of pastoral ministry . . . and something the apostle Paul illustrates for us in the first twelve verses of 1 Thessalonians 2.

— 2:1-2 —

Paul begins chapter 2 by referring to the past. Paul had only spent five or six weeks with his readers, yet the church he had planted in Thessalonica was still thriving a year later. The Holy Spirit continued to move among the people in Thessalonica to disciple them to become the contagious witness they were in their region. Paul also sent Timothy later to visit them and continue the work of teaching that he had begun there.

Paul then turns their attention to a slide show of memories —reminders of things from their past that affected their present. Notice how often he refers to things the Thessalonians already knew because of past experiences. These words serve as mementos of the past, not to obsess over it but rather to let the past motivate them.

What was it he wanted them to remember? Above all, he wanted them to know that his coming to them “was not in vain” (2:1). The Greek word for “vain” means something that’s empty, lacking purpose or earnestness.[6] But Paul’s visit had purpose and meaning; it had accomplished more than he had hoped.

Now, it could have gone another way. After all, Paul and Silas hadn’t come to Thessalonica on a float or in a ticker tape parade. No welcome wagon greeted them, no dignitaries from the city council cared to usher in God’s ambassadors of salvation. Rather, they had come in a lowly —perhaps even mangled —condition from Philippi, where they had been severely mistreated. Despite the fact that they were Roman citizens, Paul and Silas had been publicly stripped, flogged, and thrown into prison without a trial (Acts 16:19-24). Yet even amidst this terrible opposition, they pressed on through the hardship and preached boldly in Thessalonica (1 Thes. 2:2).

Instead of pressing on to Thessalonica from Philippi, Paul and Silas could have turned around and headed to port, setting sail back to Antioch with their scars of defeat still throbbing. They could have felt disqualified or at least unqualified by the rejection they had received from the Romans and city officials in Philippi prior to heading to Thessalonica. But instead they knew something great leaders learn sooner or later: Disabilities need not disqualify. Some of the best leaders come from a scarred past. Pain, suffering, brokenness, mistakes, and setbacks —these things can teach us patience, perseverance, compassion, and hope —essential components of effective leadership that become examples to others.

— 2:3-6 —

There are some things you don’t want to have in your life as a leader. I see at least four negatives in these verses —each gleaned from Paul’s appeals to the Thessalonians with a leadership style that intentionally avoids these traits. If we’re to serve as leaders in our realms of influence, we need to take note of these things and omit them from our lives.

First, Paul wasn’t deceptive (2:3). He didn’t show up at their doorsteps wheeling and dealing with a wink in his eye and a trick up his sleeve. He was no charlatan, no sweet talker, no half-truth teller. Without any ulterior motives, Paul spoke to the Thessalonians with integrity. This is a portrait of somebody who was completely sincere. He had a simple heart, a pure mind. Paul was a “what-you-see-is-what-you-get” kind of person. No hidden agenda, no manipulation, no forked tongue.

Second, Paul wasn’t a people pleaser (2:4-5). That doesn’t mean he went out of his way to offend people whenever he had the chance. It means he didn’t engage in insincere flattery, fudging his principles to land a convert or softening the message to avoid rejection. Simply put, flattery and people-pleasing are signs of insecurity. Such people want to sit on the fence, be liked by both sides, and hold off on making decisions to see which way the crowd seems to be leaning. Paul said that he “never came with flattering speech” (2:5). He determined, in word and deed, to please God alone. Galatians 1:10 says, “For am I now seeking the favor of men, or of God? Or am I striving to please men? If I were still trying to please men, I would not be a bond-servant of Christ.” Paul’s strategy needs to be ours: Do what’s right before God and let people think what they want.

Third, Paul wasn’t greedy (2:5). With God as his witness, who alone can see the motives of a person’s heart, Paul swore that he, Silas, and Timothy had not preached to the Thessalonians “with a pretext for greed” (2:5). Greed isn’t just the desire to have more. It’s the desire to have more . . .

and more . . .

and more . . .

and more. . . .

When taken to an extreme, greed becomes the root of envy, jealousy, and covetousness —longing to have what belongs to others. And it isn’t just money and possessions. We can become glory-hogs —always wanting the spotlight on us. We can nurture greed for accomplishments, for numbers, for power and influence, for fame. Through self-control, greed can be put down, resulting in pure motives and a leadership style that works.

Finally, Paul wasn’t authoritarian (2:6). As an apostle who had been handpicked by Christ, empowered by the Holy Spirit to perform astonishing miracles, and acknowledged as an authority by other churches, he had a right to first-class treatment. Instead, he served the Thessalonians with humility. He didn’t seek glory from men nor play the “apostle” card. Abusing authority is a particularly powerful temptation for spiritual leaders because people tend to place them on a pedestal. And who doesn’t like to be looked up to? But this kind of authoritarian style can lead to rudeness, dictatorial methods, and a loss of accountability. When that happens, the clock starts ticking toward a leadership and organizational explosion and collapse.

Paul’s work among the Thessalonians shows us how we should lead in our own ministries today. Paul asserts that he and his partners did not minister by coercion with deception, flattery, greed, or arrogance. Instead, like Paul, we need to lead with honesty, transparency, generosity, and humility.

— 2:7-11 —

Having warned against a handful of negative traits to avoid as those called to be examples to others, Paul moves on to some positive traits of a leader that bring glory to God and blessing to those in our care.

First, Paul was sensitive to needs (2:7). Paul and his companions weren’t rough or insensitive to the Thessalonians; they were gentle, like a nursing mother caring for her children (2:7). There’s nothing selfish in a mother’s role. Instead, mothers are in a constant state of giving of themselves to their children. Paul gently and tenderly cradled those infant believers in Thessalonica, nourishing them with the food of God’s word (1 Pet. 2:2). He selflessly committed himself to understanding their hopes and fears so he could meet their genuine needs.

Second, Paul had great affection for people (1 Thes. 2:8). The Thessalonians had become precious to him. He loved them with strong brotherly love. They could get close to him. Unlike some leaders who maintain a safe distance from those over whom they’ve been placed, Paul didn’t guard his personal space and didn’t cling to a strictly professional relationship. He was all about loving people and providing for their needs —spiritually and physically.

From My Journal

“You Don’t Fit!”

1 THESSALONIANS 2:3-11

“You don’t fit!” the guy told me.

He had listened to me talk during several sessions of a pastors’ conference. I really think he expected your basic, standard-issue preacher: dark suit, crisp white shirt, buttoned-down collar, tight-knot tie, pocket full of tracts, and a King James Bible.

Since that’s not what he got, the guy eyed me suspiciously. “You don’t fit. What’s wrong with you? You’ve got the roots of a fundamentalist, but you don’t sound like one. Your theology is narrow, but you’re not rigid. You take God seriously, but you laugh like there’s no tomorrow. You have strong convictions, but you aren’t legalistic.” Then came the clincher: “You’ve even got some compassion!”

Well, what could I say to that? The man had me pretty well pegged. It was that last statement, though, that really got me thinking. It woke up with me the next morning: You’ve even got some compassion! As though it was not supposed to be there. In other words, if you’re committed to the truth of Scripture, devoted to preaching the gospel, and dedicated to the ministry, you shouldn’t worry about people’s needs. Don’t get concerned about the heartaches, hunger, illness, fractured lives, struggles, insecurities, failures, and grievances of folks —because those are only temporal problems, mere horizontal hassles. Leave those things to the liberal pastors . . . or at least to paid counselors.

Be honest now, isn’t that the way it is sometimes? Doesn’t it seem like the more conservative one becomes, the less compassionate? I know there are exceptions, but we’re talking about the general rule.

But why either–or? Why not both–and? And when did we depart from the biblical model of being both doctrinally sound and personally compassionate? In his ministry among the Thessalonians, Paul displayed both theological conviction and personal compassion. He taught them and loved them, preached to them, and lived among them (2:7-11). When did we get it into our heads that, “Nope, can’t do both. Got to pick one or the other!”

We need to break the mold and surprise them. Let’s allow compassion to create hunger for the truth . . . and the truth to motivate our compassion. When we do, we’ll be in good company. That’s exactly what Paul and Silas and Timothy displayed in their ministries among the Thessalonians. And what we need to imitate as well.

Third, Paul modeled transparency and authenticity (2:8-10). Paul not only shared with the Thessalonians the truths of the gospel message, but he also lived out the gospel in the everyday of his own life. It didn’t take long for the new believers and even unbelievers to see his authenticity and find that attractive. He labored hard to live out the principles he was preaching among them. Only leaders whose actions match their message have the power to motivate others.

Fourth, Paul exhibited enthusiastic affirmation (2:11). Parents or coaches will understand the kind of exhorting, encouraging, and imploring Paul had in mind when he reminded the Thessalonians of his enthusiastic affirmation among them. Like a dad rooting for his football-player son, Paul and his associates cheered on the newest members of the church. And did they need it! They had been spiritually beaten black-and-blue, hassled and jostled by both Jews and Gentiles. How easy it would have been to drag themselves off the field and onto the sidelines. But Paul’s loving, fatherly affirmation urged them on. That’s effective leadership: enthusiastically coaching the “team” toward a goal even when they felt beaten down and defeated.

By reflecting on his work at the church in Thessalonica, Paul highlighted four positive elements of effective spiritual leadership that should be emulated in our ministries today: sensitivity to needs, affection for people, authenticity of life, and enthusiasm in affirmation.

— 2:12 —

What is the ultimate goal of these things? Toward what objective was Paul trying to lead the Thessalonians?

Well, it wasn’t so that they would have the largest church in Macedonia. It wasn’t so that they would gain the greatest reputation or manage the biggest budget. The point of it all is much nobler and more important than that. It was so that the Thessalonian Christians would “walk in a manner worthy of the God” who called them into His kingdom (2:12).

Paul’s leadership style focused on the benefit to those he served —that they might follow the Lord and enjoy His presence forever. He didn’t let himself get distracted by ancillary matters that weren’t related to his purpose. Everything he avoided —from deception to authoritarianism —and everything he embraced —from sensitivity to needs to enthusiastic affirmation —was meant to strengthen the Christian walk of those he was called to lead.

APPLICATION: 1 THESSALONIANS 2:1-12

Spiritual Leadership

Even in the specifically Christian book market, leadership “how-to” manuals abound. They offer effective leadership strategies and promote successful leadership styles. Reading them is one thing, but putting them into practice is another. When these practical principles are merely known, they do nothing. But when they become a part of the daily life of the leader, they can be beneficial —even revolutionary.

Paul’s own pattern of God-honoring, church-edifying spiritual leadership is the same. Whether our realm of responsibility is the home, a classroom, a church, or a business, three pieces of essential advice gleaned from 1 Thessalonians 2:1-12 will help all of us adopt a leadership style that works —guaranteed.

First, develop inner security. By looking inward, I don’t want to imply that you seek personal strength and motivation within yourself. Our strength and motivation must come from Christ. But for effective spiritual leadership, you need inner security to accomplish the tasks before you. You need confidence in His calling, assurance of His equipping, and conviction about His purpose and goal. These things will keep you from becoming a people-pleaser. You’ll dodge the powerful temptations of flattery and manipulation.

Second, commit to excellence. Refuse to lower the bar or fudge on the standards of life and ministry. You need to be committed to excellence in everything you do, no matter how hard it gets. Even if you’re alone in the pursuit of excellence, that commitment can influence others to follow the same path. Discern the leadership vision God has for you in your particular circle of responsibility and follow it with unswerving passion.

Third, maintain a deliberate faith. That means embracing a practical faith. Don’t turn to faith only after everything else has failed. Start with faith. Take your first steps with prayer. Deliberately decide that you’ll leave room for the living God in your life, that Christ will indeed reign supreme, that you’ll depend on the Spirit’s power rather than on your own strength. This means exercising patience, self-control, and restraint, giving God room and time to act on your behalf.

With your heart in focus and your gaze set unwaveringly on your goal of a godly walk —both for you and for those you influence —you can carry out Paul’s positive, practical leadership in your life.