The Authority Test: David Submits Until the End
When David hears that Saul and Jonathan have died in battle, he mourns deeply for his friend Jonathan. But he also weeps for Saul, the man who: (1) tried to murder him in the palace, (2) tried to get the Philistines to kill him in battle, and (3) chased him through hills and caves in order to execute him. Why honor such a man?
In David’s mind, submission to authority has little to do with the person in charge. In fact, when a young Amalekite tells David that he put Saul out of his misery at the king’s request, David orders his execution, saying, “Your blood be on your own head. Your own mouth testified against you when you said, ‘I killed the LORD’s anointed’” (2Sa 1:16).
While leaders earn their influence, God gives them their authority. We owe our submission to whatever authorities God installs, regardless of who they may be (Ro 13:1).
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Saul’s death led to all kinds of turmoil over who would become the next king. Despite David’s anointing by Samuel, others saw a tempting opportunity to seize power.
Transitions often bring difficult times. Leaders who fail to plan for their departure invite trouble. Saul could have been a hero had he cooperated with God in preparing David to succeed him. He didn’t have a more submissive staff person in his entire palace than David.
Saul suffered from an “I” problem, an oversize ego that blinded him. Saul could’ve helped himself had he recognized these truths:
1. Since change makes people insecure, leaders must see ahead and prepare for them.
2. People can live without certainty, but not without clarity regarding future direction.
3. Wise choices today put “change in the pocket” of a leader regarding future choices.
4. Problem-solving skills and effective communication earn the leader trust and credibility.
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Joab: The General Who Forgot the Real Boss
When you forget whom you serve, you quickly fall prey to the basest human instincts. And leaders are not exempt.
Joab, a nephew of King David and a successful army commander, showed great arrogance toward the king by chiding him for entering into a treaty with Abner, a former enemy. Joab basically called David a fool for allowing Abner to escape unharmed. Then he moved secretly to deal with Abner as he saw fit.
Joab plotted to kill Abner, not because he posed a threat to David’s kingdom, but out of personal vengeance (2Sa 3:30). Without telling the king his plans, he sent messengers to retrieve Abner so that he could murder him in cold blood. When David heard what Joab had done, he praised the dead man, but pronounced a curse upon Joab and his family (3:28–29).
Many things can disqualify someone from godly leadership, and unrestrained vengeance is one of the most effective. God tells us that the right to avenge belongs to him (Dt 32:35). Those who cannot humble themselves to serve God and those he has raised up will eventually act out of selfish motives and hurt the kingdom.
When Joab lost sight of his true calling, he launched out to serve his own selfish interests. In the end, his actions cost him everything (1Ki 2:28–35).
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David: The Heart of a Great King
As a young teen anointed by the prophet Samuel to one day become king, David patiently awaited his ascent to the throne. Both his influence and his skills continued to grow as he faced many challenges, reflecting the process all leaders must undergo in the leadership journey.
David’s honorable actions reveal his integrity and commitment to the legitimate holder of the throne, King Saul, “the LORD’s anointed.” David refused to usurp power and grew angry when overzealous partisans murdered Ish-Bosheth in a wicked effort to speed up God’s timetable.
By conducting himself in such an honorable way, David modeled the Law of Solid Ground. He recognized that by manipulating his way to power he would only break trust. David clearly understood the Law of Timing; as the chosen leader, he refused to sacrifice his mission and calling on the altar of inappropriate timing.
David’s greatness and influence vastly increased as those around him recognized he had committed himself to higher principles. He would not tolerate subordinates who felt free to take matters into their own hands. David sacrificed personal gain for those who sought to destroy him—a classic servant leader. He kept his heart close to God, and consequently his behavior reflected strong inner character and the utmost respect for God’s timing.
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SAUL AND DAVID AND THE LAW OF THE LID
Leadership Ability Determines a Person’s Level of Effectiveness
SUCCESS LIES within the reach of nearly everyone. But personal success without leadership ability brings only limited effectiveness, achieving only a fraction of what might have occurred with good leadership. The higher you want to climb, the more you need leadership. The greater the impact you want to make, the greater your influence needs to be.
Leadership ability is the lid that determines a person’s level of effectiveness. The lower an individual’s ability to lead, the lower the lid on his potential. The higher the leadership, the greater the effectiveness. Your leadership ability—for better or for worse—always determines your effectiveness and the potential impact of your organization. To reach the highest level of effectiveness, you have to raise the lid on your leadership ability.
• • • • •
Why did Saul fail as Israel’s king, while David succeeded? The answer can be found in the Law of the Lid: Leadership ability determines a person’s level of effectiveness. While David lifted many lids, Saul’s attitude kept the lid clamped down firmly on his leadership. Take a look at the similar paths the men traveled:
1. Both received counsel from godly men. Samuel, the last judge of Israel, anointed both men. And both received the benefit of godly counsel—Saul from Samuel, and David from Samuel and later Nathan the prophet.
2. Both faced great challenges. Every leader faces obstacles, tests and trials. Saul and David sometimes faced the same ones. Take Goliath, for example: When the huge Philistine offered to fight Israel’s champion, both Saul and David heard the challenge. Saul, Israel’s greatest warrior, hid in fear. But David, a mere boy, eagerly faced the challenge and won honor for God.
3. Both had the choice to change and grow. Saul and David reacted very differently when confronted with their shortcomings. When Samuel rebuked Saul for making an unauthorized burnt offering to God, the king spoke not a whisper of sorrow or repentance. Evidently Saul kept on the same course.
David possessed an entirely different kind of heart. When Nathan confronted the king after the sordid incident with Bathsheba, David broke down and sorrowfully repented.
The Lids That Limited Saul
God removed all the external lids from Saul’s life when the son of Kish ascended Israel’s throne. But even without any external lids to his leadership, he still labored under several internal lids:
Fear: Saul began his reign by hiding among the equipment.
Impatience: Saul refused to wait for Samuel and offered an illegal sacrifice.
Denial: Saul continued as though all was well even after Samuel declared that God had rejected him as king.
Impulsiveness: Saul rashly made an oath that almost cost him the life of his son.
Deceit: Saul offered his daughter Michal to David, hoping the young man would die in battle to win her hand in marriage.
Jealousy: Saul became enraged when the people compared him to David, and from then on kept a jealous eye on the young man.
Anger: Saul repeatedly tried to kill David.
Because Saul never removed the lids from his leadership, God had to remove him from the throne of Israel.
The Lids That Did Not Limit David
David also had many lids on his life, both internal and external, but they did not stop him:
1. His family. David’s limitations started at home. When Samuel asked Jesse to gather all his sons so God could reveal the next king of Israel, no one thought to invite David. His brothers thought no better of him than did his father. When David visited the battlefront, they scorned him. When David spoke out against Goliath’s blasphemy, his brothers insulted him and told him to go home.
2. His leader. Saul continually tried to sabotage David’s leadership and effectiveness. When David offered to fight Goliath, Saul told him, “You are not able to go out against this Philistine and fight him” (1Sa 17:33). Then Saul tried to put his heavy armor on the boy—he certainly wasn’t going to use it! For many years, Saul tried repeatedly to kill David.
3. His background. David came from a family of poor shepherds. His father, Jesse the Bethlehemite, lacked both lofty lineage and powerful position. David wasn’t even the eldest son in his family; seven older brothers all came before him.
4. His youthfulness and inexperience. At the time Samuel anointed David, the boy had no experience leading anything but sheep. When he stepped forward to fight Goliath, others considered him “only a young man,” and he had never fought a wartime battle. Time and again, people underestimated and disrespected him.
The One Who Lifted the Lid
Ultimately David became a great leader—yet not because he lacked limitations in life. He achieved much because he became a lid lifter.
Every leader has lids on his life; nobody is born without them. And they don’t disappear when a person receives a title, achieves a position, or gets invested with power. The issue is not whether you have lids, but what you are going to do about them.
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David’s vision energized the Hebrew nation far beyond anything Saul had ever imagined. Notice what the vision of David did for the Israelite nation:
1. Vision unites (vv. 1–3).
For the first time in years, “all the tribes” and “all the elders” came together.
2. Vision provides a center for leadership (vv. 4–5).
David began his reign from Hebron, but desired to unite a divided land and lead from Jerusalem.
3. Vision dominates inner conversation (vv. 6–8).
All of us indulge in “inner conversation.” David’s vision focused his men as they neared Jerusalem.
4. Vision inspires greatness (vv. 9–10).
David’s dream for Jerusalem helped him and his people realize a great goal together.
5. Vision attracts others to the leader (vv. 11–12).
Once David had taken Jerusalem, others began to join the cause.
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Communication: Don’t Go Until You Know
One of the most crucial leadership questions of all has nothing to do with finding resources, attracting competent team members or setting a target date. This critical question employs four small but potent words:
“What does God say?”
David discovered the importance of this question in two quite different ways. In 2 Samuel 5, he twice hears the Philistines have gathered to attack him. Both times, he inquires of the Lord before he acts. Both times he gets divine instructions, follows them and succeeds.
Two chapters later, Nathan the prophet speaks for God before receiving divine instructions. God corrects him that night, and he is forced to return to David and amend what he has spoken.
The lesson: Don’t act or speak for God until you are sure you represent him correctly. For the spiritual leader, listening always comes before speaking.
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David’s Intimacy with God: People-Pleasing vs. God-Pleasing
What excitement must have filled the air the day David led the parade to bring the ark of the covenant to Jerusalem! The marching quickly turned into a celebration, for the “ark of the LORD”—the physical representation of God’s presence and blessing—was returning to its rightful place.
David felt so exhilarated by the grand event that he stripped down to a “linen ephod” and danced “before the LORD with all his might,” twirling and leaping with joy (2Sa 6:14). This radical display disgusted David’s image-conscious wife, Michal. She turned on her husband and rebuked him for acting so unsophisticated. Mockingly she said, “How the king of Israel has distinguished himself today, going around half-naked in full view of the slave girls of his servants as any vulgar fellow would!” (6:20).
David responded by contrasting two pursuits: people-pleasing vs. God-pleasing. He told her, “It was before the LORD [that I danced] . . . I will celebrate before the LORD. I will become even more undignified than this, and I will be humiliated in my own eyes” (6:21–22).
God-pleasing leaders can learn three important things from David:
1. Sacrifice: David made many sacrifices en route to Jerusalem.
2. Surrender: David danced and shouted with reckless abandon before the Lord.
3. Service: David gave food generously to all in Israel.
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The Law of Intuition and Decision Making
Within a few years of his ascent to the throne, David’s leadership is in full swing. He begins to exercise broad decision-making skills as the king of Israel. Consider several principles we learn from David, the decision maker:
1. Good leaders influence the decisions of others (6:1–2).
2. Good decision makers want God in the center of the process (6:3–5).
3. Good decision making respects the power of God (6:6–11).
4. Good decisions foster joy and celebration (6:12–15).
5. Good leaders place God’s agenda ahead of their own (7:1–3).
6. Good decision makers listen to others (7:4–11).
7. Good leaders positively affect future generations (7:12–13).
8. Good decisions determine future conditions (7:14–17).
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Michal: Obsessed with Image and Reputation
David’s wife, Michal, worried far more about image than authenticity. When David danced before the Lord, she felt ashamed of him. She wanted to guard her family’s reputation, remain oh-so sophisticated. But when we focus on appearance rather than substance, we wind up with shallow spirits.
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The Law of Victory and Team Building
Repeatedly in 2 Samuel King David gives us good illustrations of both the Law of Victory and effective teamwork. David finds a way to help Israel conquer again and again, and he keeps the people working together to achieve new goals. What can we learn about winning teams from David?
A Winning Team . . .
1. Starts with a plan (8:1–3).
2. Develops a structure (8:6, 14).
3. Has an anointed leader (8:6, 14).
4. Puts the interests of others first (8:15).
5. Shares responsibilities with others (8:16–18).
6. Helps each other out (10:9–12).
7. Develops winning team members (23:8–12).
8. Breeds loyalty (23:13–17).
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The Law of the Picture: David Returns a Favor
Long after Jonathan’s death, David returned a favor to his old friend through a kindness shown to Mephibosheth, Jonathan’s disabled son. He restored to him all of Saul’s belongings; he ordered servants to cultivate his land; and he provided food, income and a role at court. Gratitude cultivates generosity. This is the Law of the Picture in action. David did what he had seen: a meaningful favor.
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The Law of Solid Ground: Five Expressions of Power Abuse
Pittacus wrote, “The measure of a man is what he does with power.” When David used Bathsheba for his own selfish purposes, he began a long spiral downward into deceit, adultery and murder.
Second Samuel 11 tells the story of a king who forgot that leaders wield power for one reason only: to serve. Consider the “Path to Abusive Power” in leaders:
Stage One: Surprise—“I get this?”
Stage Two: Self-Esteem—“I need this.”
Stage Three: Satisfaction—“I deserve this.”
Stage Four: Selfishness—“I demand this.”
By watching King David weave a tangled web following his sin with Bathsheba, we notice five common abuses of power that still trip up leaders today. Calvin Miller describes them this way:
1. Drifting away from those disciplines we still demand of our people (v. 1).
2. Believing that others owe us whatever use we can make of them (vv. 2–3).
3. Attempting to fix things up rather than make things right (v. 6).
4. Refusing to accept that we could be blindly out of God’s will (v. 11).
5. Believing that people in our way are expendable (v. 14).
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The Law of Sacrifice: Leaders Who Stop Sacrificing Stop Succeeding
David is a different man in 2 Samuel 11–12 than in 1 Samuel 11–12. Somewhere along the way, he decided he didn’t need to sacrifice in order to lead well. He no longer prepared for new challenges. When we stop growing, we stop leading. When we stop sacrificing, we stop succeeding.
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SECURITY | Nathan Feared No One
SECURITY PROVIDES the foundation for strong leadership. When we feel insecure, we drift from our mission whenever trouble arises. We must feel secure, or when people stop liking us; when funding drops; when morale dips; or when others reject or criticize us—we will crumble. If we do not feel secure, fear will eventually cause us to sabotage our leadership.
Imagine what might have happened had Nathan lacked security. Consider the odds stacked against him. He knew he had to confront David in his sin, yet David had covered up everything so well; no one else knew what had happened. That meant Nathan could expect no moral support. Further, the popular David had led Israel to prominence among the nations, and most Israelites would side with David if he put up a fight. Finally, from a technical viewpoint, David hadn’t done anything illegal to Uriah. He had set up the man to be killed in battle by the Ammonites, but it wasn’t his spear or sword that took Uriah’s life. Nathan had to feel utterly secure in his plan of attack, or it would backfire.
What enabled Nathan to demonstrate secure leadership?
1. Nathan had God’s truth behind him. He didn’t have to stand alone against David.
2. Nathan had a relationship with David. Their friendship created the bridge that allowed Nathan to do what God called him to do.
3. Nathan’s identity depended upon his divine call, not his popularity. Nathan determined to speak God’s truth regardless of the popular reaction.
4. Nathan understood his personal mission. He operated out of deep conviction.
5. Nathan was humble and broken. He had nothing to lose, for he had died to personal ambition.
Common Symptoms of Insecurity
The following symptoms usually indicate feelings of insecurity:
1. Comparison—We compare ourselves with others and keep score.
2. Compensation—We feel like a victim and must compensate for our losses.
3. Competition—We become self-consumed and try to outdo others for attention.
4. Compulsion—We feel driven to perform in order to gain others’ approval.
5. Condemnation—We judge others or ourselves, resulting in self-pity or conceit.
6. Control—We feel we must take charge, protect our interests and manipulate.
Four Keys to Security
To reduce personal insecurities, build the following four ingredients into your life:
1. Identity: Establish your identity in Christ, not in performance.
2. Brokenness: Allow God to break you of self-sufficiency and self-promotion.
3. Purpose: Discover and practice your God-given purpose in life, not someone else’s.
4. Give and receive the blessing: Learn to affirm others and receive affirmation.
• • • • •
For a negative example of security, see 21 Qualities: Security: Herod Felt the Threat of Competition.
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The Law of the Inner Circle: Nathan Confronts David
“Be sure your sins will find you out,” we say almost flippantly, but David’s life illustrates the reality of the phrase.
Nathan confronted David as part of the king’s “inner circle.” He had permission to speak hard truth in love, so he used a clever narrative to bring his point home. David had failed miserably. But his failure wasn’t final. Look at what’s needed in order to survive a major failure:
1. An open and transparent heart
It’s easier to tolerate mistakes admitted than mistakes denied.
2. A spirit of forgiveness toward followers
A follower you treat with charity is more prone to forgive you when you are caught failing.
3. A responsible attitude
A leader who owns up to his or her behavior will last longer and fare better.
4. The ability to change
Leaders must demonstrate they are humble and teachable and willing to grow or change.
5. A hunger to grow and stretch
Followers will stay with a leader in process if he or she is moving in the right direction.
David must have blanched when Nathan pointed a finger at him and shouted, “You are the man!” (2Sa 12:7). Yet thank God for Nathan! All leaders need a Nathan in their inner circle, and if they don’t have one, they need to find one. Soon.
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DISCERNMENT | Nathan Saw Below the Surface
LIKE SAMUEL before him, the prophet Nathan served as a leader to the leaders. God used Nathan to correct his erring leader.
Nathan knew David had slept with another man’s wife and subsequently caused the man’s death. Although the king had multiple wives, he still insisted on having one more. Nathan saw a greedy and selfish heart in Israel’s king. Few individuals in David’s reign wielded the influence or had the guts to confront him in his sin. Once Nathan discerned what David had done, he gained an audience with the king, told him a compelling story, and with great poise dealt with the problem in a caring but firm manner.
Nathan could act as he did because of his keen, God-given discernment. He knew what had happened and what lay beneath the surface of David’s wicked behavior. Discernment goes deeper than knowledge, resembling intuition. At times, discernment is a gift; at other times, it results from much experience. Discernment brings a profound perception of what is occurring, either on the outside or the inside of a person. What gave Nathan such keen discernment?
1. He had been listening to God (v. 1).
The text says God “sent” him to David. Obviously, God had been speaking to his prophet.
2. He knew David’s circumstances (vv. 1–6).
Nathan had watched David for many years and so recognized the egregious changes when they came.
3. He was objective in his perspective (vv. 7–8).
Nathan could speak for God and provide God’s viewpoint on the king’s situation.
4. He understood the root issues (vv. 9–12).
Nathan saw more than symptoms; he saw root problems and consequences.
5. He saw the ultimate cause and effect (v. 14).
Nathan passionately championed the name and reputation of God. He hated how the pagan nations surrounding Israel might mock the Lord should they hear of David’s sin.
How Do We Grow in Our Discernment?
To improve your discernment as a leader, do the following:
1. Learn to hear God’s voice. Get quiet and read Scripture. Reflect on the mind of God.
2. Build problem-solving skills. If you can see root issues of problems, you can solve those difficulties.
3. Analyze your successes. What worked? Can you identify the heart of the matter?
4. Evaluate your options. Discernment involves both your gut and your head.
5. Expand your opportunities. Get more experience to help you deepen your wisdom.
6. Explore what others think. Choose some leaders you admire and study how they think.
7. Listen to your gut. Most people are afraid to listen to their God-given intuition.
• • • • •
For a negative example of discernment, see 21 Qualities: Discernment: Balaam Just Didn’t Get It.
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Responsibility: If You Won’t Carry the Ball, You Can’t Lead the Team
David suffers the first of several horrible consequences of his sin with Bathsheba shortly after some military conquests. David’s son Amnon rapes his half sister, Tamar. When David hears about it, he does nothing—surprising and upsetting David’s son Absalom. After two years, Absalom murders Amnon. The whole mess plays out almost like a soap opera.
By this point, David’s leadership has shrunk to a mere shadow of its former self. Note the changes in David’s leadership:
1. He no longer works proactively, but passively interacts with those closest to him (vv. 30–31).
2. He no longer expresses joy, but is full of grief and mourning (v. 31).
3. He no longer acts on his convictions, but buys into rationalizations about his loss (vv. 32–33, 39).
4. He no longer solves problems, but licks his wounds (vv. 34–36).
5. He no longer pursues his desires, but remains paralyzed regarding Absalom (v. 39).
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PASSION | Absalom Ruins His Own Cause
AFTER DAVID sinned with Bathsheba, the prophet Nathan warned the king that the sword would never depart from his house (2Sa 12:10). True to the prediction, David endured domestic problems from that day on—deception, adultery, incest, even murder. David never figured out how to deal with the rebellion effectively; it was as though his anointing and authority had left him.
No one saw this more clearly than his son Absalom. When Amnon raped his sister Tamar and David did nothing about it, Absalom became irate (13:22). His fury grew the longer the king delayed justice. Further, Absalom tried and failed to get an audience with his father. It was as though David had abandoned his role as spiritual leader over his family.
Finally, Absalom could take it no longer. He got everyone’s attention by committing two crimes. First, he avenged his sister Tamar by murdering Amnon; for this crime his father David banished him (13:37–38). After he was permitted to return, Absalom got angry with general Joab and set his field on fire (14:30).
Despite his actions, Absalom couldn’t get the fatherly attention he wanted so desperately. Past the boiling point, he used his passion to sabotage his father’s leadership. He played politics and convinced people to bring their lawsuits to him. He lobbied for support of his leadership. Finally he raised an army to rebel against the king.
In the end, Absalom died as a maverick leader whose passion went awry. As you study his story in 2 Samuel 13–18, look for those lessons about passion gone bad:
1. Passion without perspective brings death (13:22–29).
2. Passion will find expression, in either healthy or unhealthy ways (14:28–30).
3. People follow passion over orthodoxy, even when it’s unwise (15:1–12).
4. Leaders who follow passion defeat leaders who follow protocol (15:13–14).
5. Self-centered passion always skews the judgment of a leader (16:22).
6. Unchanneled and unbridled passion damages everyone near it (17; 18).
7. When passion outweighs wisdom, leaders sabotage themselves (18:9).
The Good News
Absalom represents a leader who can’t bridle his passion. When a leader embraces passion before he learns submission, trouble always follows.
Does this mean we should condemn passion? Absolutely not! Passion is one of the 21 Indispensable Qualities of a Leader. Consider the benefits of passion:
1. Passion is the first step to achievement.
2. Passion increases your willpower.
3. Passion changes you.
4. Passion makes the impossible possible.
Passion helps develop your leadership. Passion must, however, pour from the heart of a leader who is wise, accountable, submissive, and unselfish.
• • • • •
For a positive example of passion, see 21 Qualities: Passion: John Served God with Gusto.
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The Law of Respect: Absalom Assumes Power, David Flees
Some time after he returns to Jerusalem following the murder of his brother Amnon, Absalom rises to power and assumes a position of leadership in Israel. In the intervening years he becomes a stronger, more forceful leader than his father, David.
Despite David’s natural leadership abilities, somehow he lost his conviction and resolve. Before the chapter ends, we see David running from his own son—thus reminding us of the Law of Respect. People usually follow leaders who are stronger than themselves. It’s not hard to see why Absalom could rally so many Israelites to his side:
Absalom | David |
1. Provides himself with resources and weapons | 1. No longer goes out to battle |
2. Speaks about justice and meeting others’ needs | 2. Doesn’t provide enough deputies |
3. Steals the people’s hearts with his charisma | 3. Becomes distant and out of touch with people |
4. Rallies the people behind his vision | 4. Maintains politically correct view |
5. Rises up in courage to lead Israel | 5. Flees in fear of Absalom |
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Absalom: A Tragic Case of Leadership Gone Bad
Study the Bible from cover to cover, and it would be hard to find a more tragic case study on leadership gone bad than the story of Absalom.
Absalom grew up as a child of privilege in the royal palace. He was charismatic, attractive, and very powerful. Eventually he used his personal magnetism and abilities to displace David, God’s anointed. For all of David’s strengths as a leader, he failed as a father and never helped Absalom acquire a heart for God.
Absalom’s inner circle of advisors greatly influenced his treachery by giving him wicked counsel. Absalom chose to listen to their evil voices precisely because he had already allowed them to greatly influence his thinking. His misplaced passion to acquire the throne constituted an act of treason. And it should surprise no one that those who gathered around Absalom were themselves persons of evil intent who recognized opportunities—however despicable—for personal gain.
Absalom’s abuse of positional power, won through great natural talents, inflicted enormous pain on many Israelites. His lack of respect for authority, combined with a lack of respect for God, led to chaos in the kingdom. One cannot help but wonder what might have happened had David shed his tears for Absalom as the boy grew up under his roof, rather than at his funeral (2Sa 18:33).
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Brokenness: Maturity Comes When God Breaks a Leader
The armies of Absalom and King David came to blows over who would lead Israel, and the old king reasserted his rule.
David’s troops not only routed his son’s armies; they also killed Absalom himself. Yet David couldn’t rejoice, even though his rebellious son’s death ended the war. His family had fallen far. Absalom was dead. Amnon was dead. Tamar had been raped. Many who remained had grown twisted and sick.
And David cried out in brokenness.
In this broken state, God began to restore David to the man he once was, the man after his own heart. David regained his resolve to lead his country and leave a worthwhile legacy. He crushed other revolts, killed other giants, restored Israel. In many ways, David matured to a new level as a leader through this awful season of brokenness. Broken boldness now characterized his leadership.
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Relationships: Coping with Difficult People
Every leader faces difficult people and draining circumstances. The following difficult personality types commonly accost leaders today:
Type | Strategy |
1. The Sherman Tank: rides over people | 1. Consider the issue; stand up if important. |
2. The Space Cadet: lives in another world | 2. Find and develop their unique gifts. |
3. The Volcano: explosive, unpredictable | 3. Remove from crowd, listen, be direct. |
4. The Thumb Sucker: self-pity, pouts | 4. Don’t reward; expose them to real trouble. |
5. The Wet Blanket: always down | 5. Be honest, don’t cater; don’t let them lead. |
6. The Garbage Collector: attracts the worst | 6. Challenge their statements; force honesty. |
7. The User: demands lots of time, energy | 7. Set boundaries; require accountability. |
The Gibeonites became one of David’s difficult people. Answer the following questions about how David chose to deal with them:
1. Why did God send the famine and the Gibeonites to David (vv. 1–2)?
2. How far should the leader go to satisfy the complaints of a critic (vv. 3–4)?
3. Did David go too far in trying to appease the Gibeonites or Rizpah (vv. 5–14)?
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God Is the Source, Not People or Material Resources
Despite David’s serious lapses in both judgment and godliness, he continued to seek the Lord out of the depths of his soul, from the beginning of his life to its very end.
In the twilight of his years, David sang a beautiful song declaring God as the source of his victory (2Sa 22). He declared that neither horses nor chariots could deliver him, but only the hand of the living God.
When toward the end of his reign David took a census against God’s will, the Lord gave him his choice of punishment: seven years of famine; three months of fleeing from his enemies; or three days’ pestilence. David chose the epidemic, saying, “I am in deep distress. Let us fall into the hands of the LORD, for his mercy is great; but do not let me fall into human hands” (2Sa 24:14).
Whether in punishment or provision, David knew that God is always the right choice. He still is.
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It was just a casual remark. Not a command. Not an order. Not even a request.
And yet the moment David’s men heard their leader mutter how he’d love to sip a cool drink from a certain Bethlehem well, they immediately broke through enemy lines and braved Philistine swords and spears to retrieve a cup of the precious liquid. David had invested so much in his inner circle that fierce loyalty was the natural result.
Such astonishing loyalty doesn’t come from a mere job description. It doesn’t develop because the leader is scheduled for a promotion. It doesn’t appear on demand. Loyalty like this comes only through modeling. David got this kind of “second-mile” effort because he had long modeled such loyalty for his men.
And it is that loyalty that drove him to do what he did next. When his comrades returned with the cup of water dripping in their hands, David honored their sacrifice by presenting it to the Lord rather than drinking it. “Far be it from me, LORD, to do this!” he cried. “Is it not the blood of men who went at the risk of their lives?” (2Sa 23:17). So David poured out the water as an offering to God.
Who wouldn’t go the extra mile for a leader like that?
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