The Law of Legacy: David and Solomon
Two things greatly helped Solomon in his succession to the throne of Israel; both gave him the authority he required to rule. First, God chose him to be the next king. Second, David chose him as his successor.
Transitions in leadership often cause significant problems for groups and organizations. Notice what David did to smooth the transition process in his kingdom:
1. He made a public commitment (vv. 28–30).
2. He brought key influencers into the process (v. 32).
3. He gave Solomon some of his own resources, easily recognizable to the people (v. 33).
4. He set up a public commissioning for Solomon (vv. 34–35).
5. He publicly endorsed Solomon’s leadership (v. 35).
6. He initiated a celebration to transition the leadership to his successor (vv. 39–40).
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The Law of the Inner Circle: Solomon Ensures Loyalty
Solomon had to make some tough but crucial leadership decisions at the beginning of his reign. First, he had to deal with men scheming for power; even his own brother, Adonijah, tried to set up his own kingdom. One by one, King Solomon discerned the loyalties of his associates, then removed all who refused to cooperate with him.
Solomon knew he could never work with renegades, no matter how influential or strategic they might seem. The young king ensured that his inner circle would include only loyal men who wanted to work with him.
David had seen these troubles brewing on the horizon. He knew he was placing his son in a precarious leadership situation, but twice he confidently declared that Solomon would know what to do (1Ki 2:6, 9). David understood that those closest to Solomon would greatly hinder or improve his level of success. Solomon understood the same thing—and wisely acted on it.
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SOLOMON AND THE LAW OF THE BIG MO
Momentum Is a Leader’s Best Friend
IT TAKES a leader to create momentum. Followers catch it. And managers are able to continue it once it has begun. But creating it requires someone who can motivate others, not one who needs to be motivated. Harry Truman once said, “If you can’t stand the heat, get out of the kitchen.” For leaders, that statement should be changed to read, “If you can’t make some heat, get out of the kitchen.”
All leaders face the challenge of creating change in an organization. Just as every sailor knows you can’t steer a ship that isn’t moving forward, strong leaders understand that to change direction, you first have to create forward progress. Without momentum, even the simplest tasks can seem insurmountable. But with momentum on your side, the future looks bright, obstacles appear small, and trouble seems temporary. With enough momentum, nearly any kind of change is possible.
• • • • •
The time of transition from one leader to another presents the most critical challenge to continuing momentum. How did Solomon so successfully take the reins from his father? Consider the following actions the young king took to ensure a smooth transition:
1. He started with what David provided. Solomon’s father gave him everything he needed to start his reign: a stable kingdom, plentiful resources, wise counsel, and his public endorsement. David made it clear to everyone in Israel that he had chosen Solomon as king.
2. He humbly asked for leadership wisdom above all else. Solomon probably became king at about 18 years of age, yet despite his youth, he recognized the difficulties of leadership. He knew he needed wisdom above all else, so he asked for an understanding heart to judge God’s people. That request kept his motives pure and made it possible for him to avoid momentum-breakers.
3. He made wise decisions that won him credibility. Solomon made several deft decisions concerning enemies to his throne. He exiled one opponent, executed two others, and put a fourth under house arrest. But even more important, he cemented his credibility with the people. The wisdom he displayed in a domestic dispute profoundly impacted the people: “When all Israel heard the verdict the king had given, they held the king in awe” (1Ki 3:28).
4. He maintained the peace. Solomon’s bold moves against enemies within Israel maintained peace at home, thus preventing a bloody civil war. But Solomon wisely took additional measures to keep other nations from threatening his country’s progress—and therefore he “had peace on all sides” (1Ki 4:24).
5. He surrounded himself with wise associates. Only Solomon among the kings of Israel can challenge David as the architect of a great inner circle. Solomon kept on a few of David’s trusted servants in his own administration, but not many. Most of them he nurtured himself.
What It Takes to Sustain Momentum
How does a winning team keep winning? What makes it possible for an organization to keep the momentum going? The answer is not what, but who. It takes a leader to sustain momentum, a leader who possesses . . .
1. A willingness to accept responsibility for the organization’s momentum. Most leaders happily accept responsibility so long as an organization succeeds, but hedge when the organization starts to slip. Yet momentum—positive, negative, or nonexistent—is always the leader’s responsibility. Olan Hendrix, CEO of the Leadership Resource Group, maintains that after you’ve led an organization for three years, every problem is your problem.
2. A willingness to direct momentum instead of letting it direct him. Momentum always has a direction. Most people in an organization have little impact on its momentum; it simply carries them. But leaders cannot afford to surf momentum; they must steer it. Before Solomon became king, an outstanding military leader, David, created the nation’s momentum. Yet Solomon never led an army; his goals weren’t military in nature. He gave most of his attention to trade and construction—and that meant he had to change the direction of the nation’s momentum.
3. A willingness to be enthusiastic at all times. Remain positive! Some personality types find it easy to remain enthusiastic; others don’t. Reflect on the following secrets to keeping leadership positive all the time:
• The work I’m doing is most important. Make sure your vision, your mission, and your actions all line up. It’s easy to stay excited when what you’re doing really matters.
• The people I work with are the best. Place a high value on everyone you work with. Expect the best of them, and they’ll give their best.
• The results will be positive. For the most part, you get what you expect. Only occasionally will you be surprised—but even then, you’ll just as often be surprised by better results as by worse ones.
Have you ever met a leader with a chronically negative attitude who was able to continually sustain positive momentum? Probably not.
No leader can ignore the impact of momentum. If you’ve got it, you and your people will be able to accomplish things you never thought possible. If you don’t, the smallest tasks will seem difficult. As the leader, you must make the choice to have it.
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The Law of Intuition: Solomon’s Problem Solving Gave Him Influence
What would you choose if God offered to give you anything you named? King Solomon came face-to-face with that delightful dilemma when Yahweh presented the young king with his equivalent of the genie in the bottle. “Ask for whatever you want me to give you,” the Lord said to Solomon one night (1Ki 3:5).
Solomon displayed a good amount of wisdom by asking for more of it to lead the people of Israel. God not only answered his request, but also gave him what he did not ask for: riches, honor, long life and conquest. Leadership wisdom allowed Solomon to:
1. Make wise decisions for his nation.
2. Choose the right staff for his palace.
3. Judge wisely between disputing parties.
4. Recognize priorities and gain perspective.
Before chapter 3 ends, Solomon has the chance to demonstrate his wisdom. Two women bring a child to him, both claiming to be the mother. Solomon tells them to cut the baby in half and let each woman have part of the child. He wisely used his knowledge of the overpowering maternal instinct to reveal the identity of the true mother.
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Solomon: A Wise King Who Forgot the First Principle of Wisdom
For a smart guy, he sure ended up doing some dumb things.
Near the beginning of Solomon’s reign, God approached the young king with a proposal: Ask me for anything you want. Much to God’s delight, Solomon didn’t ask for great riches, respect among world leaders, or an invincible nation. Solomon asked for wisdom, and God answered abundantly.
The Bible tells us that the Lord gave the king “wisdom and very great insight, and a breadth of understanding as measureless as the sand on the seashore,” and that his wisdom exceeded that of anyone else (1Ki 4:29–31). Solomon’s expansive mind explored the disciplines of botany, zoology and musicology, and pondered topics ranging from economics to communication to love.
The wisdom of King Solomon helped Israel to prosper greatly. His kingdom annually took in untold amounts of gold and silver and other precious commodities. Solomon himself amassed wealth greater than all the kings of his time (1Ki 10:23).
But by the end of his reign, this brilliant king somehow forgot the first principle of wisdom: “The fear of the LORD is the beginning of wisdom” (Ps 111:10). When Solomon was old, “his wives turned his heart after other gods, and his heart was not fully devoted to the LORD his God” (1Ki 11:4). Only wisdom energized by a vibrant walk with God makes godly leaders.
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Partnerships Allow Leaders to Achieve Far More
When Solomon began his rule, Hiram, the king of Tyre, congratulated him on his new position. Solomon capitalized on the relationship and invited Hiram to help him build the temple. Together, the two leaders achieved far more than they could have alone. That’s partnership.
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The Difficulty of Handling Power
Solomon built the temple with excellence, sparing no expense and caring for each detail. He finished even the “invisible parts” with high quality and precision. Through his building program, Solomon became known everywhere and his power vastly increased.
And that may be the very thing that led to his later problems.
Every leader has power, gained in a variety of ways. Ponder the following “power platforms” and ask yourself: Which ones do I use with others?
1. Coercive Power: based on fear; failure to comply brings punishment
Weakness: Volunteers cannot be forced to act.
2. Connection Power: based on who you know, not who you are
Weakness: It becomes political.
3. Charisma Power: based on personality
Weakness: Smiles and warm feelings cannot replace truth.
4. Competence Power: based on ability to get results
Weakness: Raw ability is good, but not if it alienates or fails to empower people.
5. Christmas Power: based on gifts bestowed
Weakness: People want what they don’t need, and need what they don’t want.
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Leaders Know Their Source and Give God Credit
After Solomon built a magnificent temple to house the ark of the covenant, he prayed a dedication prayer committing the temple to God. Despite his hard work, Solomon knew all the glory belonged to God. All leaders must recognize that lasting fruit appears only by the blessing of God.
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Play to Your Strength: The 70–25-5 Principle
Great leaders play to their strength. They don’t spend vast amounts of time attempting to be a jack-of-all-trades. Instead, they deepen their ability to do what they do best, until they do it as well as anyone.
Solomon certainly lived by this principle. God made him the wisest and richest king of his day (1Ki 3:12–13). Other monarchs heard of his wisdom and wealth and eagerly sought an audience with him. From all over the known world, powerful rulers from distant lands made the long trek to Israel to catch a glimpse of this young phenom. Solomon provided rich counsel and gifts to others, and quickly became known for his breadth of mind and depth of insight.
How did Solomon gain such fame? He focused on what he did best. Leaders would be wise to follow a similar pattern, called the 70–25-5 principle:
• Give 70 percent of your time to your areas of strength.
• Give 25 percent of your time to the areas you want to improve.
• Give 5 percent of your time to the areas of your weakness.
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Solomon impacted other leaders and multiplied his vision in them. To follow his example:
1. Bring something to the table.
2. What do you contribute best to your world?
3. What do you want to accomplish?
4. How can you serve other leaders?
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Distraction, the Enemy of Direction
How could the wisest man in history turn away from God? How could the leader whose gifts and focus once made him the talk of the world get distracted from his calling?
The temptations that enticed Solomon continue to attack every leader. Once we “arrive,” it becomes easy to stop feeling hungry for growth and excellence. How quickly we become satisfied—and how soon we begin to spiral downward. Note how this process of decay looked for Solomon:
1. Distractions: He deviated from his call to lead and be a light to the nations.
2. Adversaries: God raised up adversaries to steer him back to his priorities and call.
3. Self-absorption: He became consumed with himself rather than his call.
4. Loss of God’s presence: God withdrew his anointing.
5. Pursuit of pleasure: He became even more obsessed with his own pleasure.
6. Emptiness: He finally grew weary of his pursuits and recognized his emptiness.
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REHOBOAM AND THE LAW OF CONNECTION
Leaders Touch a Heart Before They Ask for a Hand
A LEADER can’t connect with people only when he is communicating to groups; he must connect with individuals. The stronger the relationship and connection between individuals, the more likely the follower will want to help the leader. Some leaders have problems because they believe that followers must take the responsibility to connect. But successful leaders always initiate. They take the first step and then make the effort to continue building relationships.
When a leader has done the work to connect with his people, you can see it in the way the organization functions. Employees show incredible loyalty and a strong work ethic. The people aspire to the vision of the leader. The impact is incredible.
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Connecting requires giving. The power-hungry Rehoboam wanted to flex his political muscles more than he desired to connect with his people. Rehoboam never learned the Law of Connection. If you desire to connect with others, check your motives:
1. Get beyond yourself. Dr. Albert Schweitzer asserted, “Whatever you have received more than others—in health, in talents, in ability, in success . . . all this you must not take to yourself as a matter of course. In gratitude for good fortune, you must render some sacrifice of your own life for another life.”
Selfishness and insecurity usually lie at the heart of those who fail to get beyond themselves. Clearly, Rehoboam never got beyond himself. His bullying earned him not more respect, but contempt. To connect with people, remain others-minded and remember that leadership is a privilege.
2. Grow beyond yourself. Mahatma Gandhi once remarked, “The difference between what we do and what we are capable of doing would suffice to solve most of the world’s problems.”
Had Rehoboam gleaned from the experience of the elders, he would have discovered how little he knew about leading. But this cocky and unteachable young man missed a great opportunity for growth—and so destroyed the nation. If you want to grow beyond yourself, remain humble and teachable.
3. Give beyond yourself. Individuals with low self-esteem almost always focus chiefly on themselves. Conversely, a study from the University of Michigan revealed that people who regularly volunteer their time heighten their zest for living and increase their life expectancy.
Rehoboam had no interest in what he could give; he aimed to get the maximum. Effective leaders must persistently ask themselves, “What am I doing for others?” Be a river, not a reservoir.
4. Go beyond yourself. “When you were born, you cried, and the world rejoiced,” goes a Middle Eastern saying. “May you live your life so that when you die, the world will cry, and you will rejoice.”
Every great leader has the ability to connect. If you want to be a better leader, you must learn to connect with people. Do it, and you will dramatically raise your level of leadership. Do it well, and people will follow you anywhere.
When You Connect with People
Connecting with people isn’t complicated, but it takes effort. Observe how Rehoboam neglected this priority:
1. Your people are more willing to take action when you first move them with emotion. Even when King Solomon’s elders advised Rehoboam that he could win the people’s hearts forever by lightening their workload, he turned a deaf ear. When he showed no concern for their welfare, they sought another leader who would listen.
When you remain open to your people’s needs, they will remain open to your vision. When you take action to meet their needs, they will take action to fulfill your vision. Wise leaders discern and meet the needs of their people.
2. When you give first, your people will give in return. Rehoboam squandered multiple opportunities to give to his people. It may seem paradoxical, but a leader gets more by giving more. When you give of your time, talent and possessions, you receive much more in return.
3. When you connect with individuals, you gain the attention of crowds. Too arrogant to walk among his people, Rehoboam tried to lead Israel impersonally from behind the palace walls. While the nature of leadership often requires speaking before groups, effective leaders understand that true connection happens one-on-one.
4. When you reach out to your people, they will reach back toward you. The initial confrontation between Rehoboam and his people took place when they came to him; he was so out of touch he couldn’t see they were on the verge of revolting. Rehoboam was a reactive leader rather than a proactive one. When it became clear he had caused his people’s displeasure, he pointed a finger at them. As a result, his kingdom ripped apart.
Whether you have just taken over a leadership position or are well established, you must connect with your people if you are to succeed. Remember, the telltale sign of a great leader is not what he has accomplished on his own, but what he has been able to accomplish through others. That happens only through connection.
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The Consequences of Compromise
An unnamed, elderly prophet illustrates both the power of a leader living by his convictions, and how compromise can steal away conviction. He triumphed when he stood, but perished when he turned back. Just so, we gain when we stand strong, but can lose it all when we slip.
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The Law of the Lid: As the Leader Goes, So Goes the Nation
Leadership ability is the lid on the success of a nation or organization. When Israel or Judah lived under good kings, things went well. Under bad kings, things went sour.
The heart and skill of a leader will always tremendously affect the life of the people under his direction. This is a law, both timeless and universal. See how this law played out under the Hebrew kings of the Old Testament:
Good Kings | Bad Kings |
1. Drew loyalty from their people | 1. Drew rebellion from their people |
2. Enjoyed victory over sin | 2. Saw bondage to sin |
3. Enjoyed peace within the kingdom | 3. Suffered turmoil within the kingdom |
4. Were affirmed by God’s prophets | 4. Were rebuked by God’s prophets |
5. Enjoyed prosperity | 5. Often endured natural disasters and war |
6. Opposed evil kings | 6. Opposed good kings |
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Convictions: When God Is Behind You, One Is a Majority
Some consider Elijah the greatest prophet of the Old Testament. When he predicts a drought, he’s not out to make a popular speech or gain friends in high places. Elijah spoke to the people when God spoke to him. God plus one equals a majority.
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Elijah: Standing Alone, Speaking Truth
The prophet Elijah knew about the idolatry of Israel and the wickedness of King Ahab. He knew the time for judgment had arrived. And he also knew that drought and famine were about to devastate Israel.
He knew because he himself had announced God’s judgment.
This all took place during a very sad time in the history of Israel, when the people had all but turned their backs on God and their king had sinned against the Lord openly and boldly. Elijah, consumed with holy indignation, prayed that it might not rain in Israel—and for more than three years, not a drop of rain fell. Streams dried up, crops failed, and people starved.
Later, all alone, the prophet stood on Mount Carmel among 450 prophets of Baal, giving the people visual proof of the impotence of their puny god. In a spectacular demonstration of the awesomeness of the true and living God, Elijah called fire down from heaven—and then directed the execution of Baal’s priests.
Imagine the courage it took for one solitary man to pray for judgment on his own people, confront a wicked king, then stand before hundreds of false prophets and challenge their piety! Although the Lord took Elijah to heaven long ago (2Ki 2:11), this courageous prophet still proclaims today that true leadership may mean standing alone and speaking difficult truth.
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COURAGE | Elijah’s Fire and Passion Attract Others
NOT ONLY did the crowds see the fire of God in Elijah, they soon saw it in his ministry—literally.
Elijah grew tired of his people’s spiritual rebellion and angry with the false prophets of Baal. He confronted both forces atop Mount Carmel and there defeated the devil’s henchmen, although they outnumbered him 850 to 1 (1Ki 18:19). No one had seen anything like his courage since the day David fought Goliath unremembered years before. And like the underdog David, Elijah met the enemy with passion. His eyes drank in the greatness of God, not the numbers of his enemies. This heavenly vision provided the fire that fueled his courage.
Leaders always need courage. No one who wants to bring about change can manage without courage. Courage flamed in Elijah’s heart because:
1. His resolution outweighed his reservations.
Although greatly outnumbered, Elijah resolved that Baal had to be confronted at any cost.
2. His desires outweighed his desperation.
Although it meant risk, Elijah wanted to honor Yahweh more than anything else.
3. His compassion outweighed his complaints.
Although Elijah hated the people’s attitude, he wanted them to find and follow Yahweh.
Let the Fire Fall
As Elijah worshiped and prayed all alone atop the mountain, he mustered the courage to call down fire from heaven. The fire inside of him drew down the fire of God, decisively defeating Baal.
This poses a good question for leaders today. When will the “fire” come down in our leadership? According to Elijah, the fire comes . . .
1. When we know our message is from God (v. 1).
2. When we stand for what is right, regardless of the cost (vv. 2–20).
3. When our need is the greatest (vv. 2, 5, 21–22).
4. When we take our message to the people (vv. 20–21).
5. When we bring others to a point of decision (v. 21).
6. When we repair and use the altar of God (vv. 23–32).
7. When we face circumstances that only God’s fire will light (vv. 33–35).
8. When we publicly trust God to do what only he can do (vv. 33–37).
9. When we hunger for God to receive glory (vv. 36–39).
10. When we desire to see others return to the Lord (v. 37).
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For a negative example of courage, see 21 Qualities: Courage: The One Item Saul Forgot to Pack.
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Elijah and the Law of Influence
When the man spoke, people jumped.
“Shout louder!” he told the false prophets; and they did (v. 27).
“Come here to me,” he commanded the Israelites; and they did (v. 30).
“Fill four large jars with water and pour it on the offering and on the wood,” he told some servants; and they did (v. 33).
“Do it again,” he ordered; and they did (v. 34).
“Do it a third time,” he said; and they did (v. 34).
But most amazing of all, by the end of the day, after all the theatrics, Elijah turned his face toward heaven and cried, “Answer me, LORD, answer me, so these people will know that you, LORD, are God, and that you are turning their hearts back again”; and God did (1Ki 18:37–38)!
Elijah had powerful influence and always got a hearing. How did the prophet gain the ear of everyone who heard his voice? We can discern a number of reasons:
1. His courage: He was willing to stand alone for God.
2. His conviction: He had a passion for what he believed.
3. His character: He was honest and forthright with everyone.
4. His connection: He magnetically drew the people to himself and to God.
5. His credibility: He eventually gained the people’s ear because he got the results he was after.
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Burnout: Principles, Not Emotions, Must Guide Leaders
Emotions are wonderful servants, but poor leaders.
How ironic that Elijah would flee from Jezebel! The courageous leader who successfully confronted 450 prophets of Baal and 400 prophets of Asherah turned on his heels and ran from a wicked woman who threatened his life.
How could it happen? The phenomenon of emotional burnout helps us make sense of the incident. Leaders burn out when they pay out huge emotional expenses without replenishing the inner person. Review what happened . . .
Elijah’s Emotional Expense | Elijah’s Eventual Consequence |
• Predicted a drought to King Ahab | • Isolation: he cut himself off from friends |
• Supernaturally receives food from a widow and the birds | • Paranoia: he felt totally alone in serving God; imagined everyone was trying to kill him |
• Announces the end of the drought | • Exhaustion: he felt famished and lay down |
• Challenges the 450 prophets of Baal | • Hiding: he got lost in a cave |
• Mobilizes people to eliminate idols | • Self-pity: he complained of no reward |
• Prays down torrential rain in Judah | • Depression: he prayed that he might die |
• Outruns the storm and Ahab’s chariot | • Messiah complex: he alone remained as God’s prophet |
• Confronted by Jezebel; leaves his servant | • Empty: he had no fresh word from the Lord |
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CHARISMA | Ahab and Jezebel Manipulate People Because They Cannot Move Them
FEW COUPLES in Scripture look less attractive than King Ahab and Queen Jezebel. We get acquainted with their ugly style at the end of 1 Kings. Because they suffered an almost total lack of leadership charisma, they had to use manipulation, selfishness and cunning to get what they wanted.
Charisma has been defined as a magnetic personal attraction that draws others to the leader, making them feel better about themselves. Effective leaders do well to develop some level of charisma.
In Greek, the word charisma means “gift.” God gives a degree of charisma to everyone. Leaders are to give it away to others; charismatic people are others-centered. So why did Ahab and Jezebel fail to demonstrate any charisma?
1. They set out to selfishly build their own kingdoms (22:8).
2. They used people in order to get ahead; anyone was expendable (19:2).
3. They worried about image and lived under false pretenses (21:8–13).
4. They sulked and got angry when they didn’t get their way (21:4).
5. They pretended to be someone they were not (21:25–27).
6. They abused the authority they had been given (21:18–19).
Ahab and Jezebel felt no incentive to develop charisma because their position allowed them to use people. Why would they need to inspire others to cooperate with them? Wasn’t their word law? Godly leaders must avoid this wicked attitude at all costs.
Roadblocks to Charisma
To build charisma, be others-minded. Leaders who think about others and their concerns before thinking of themselves quickly develop charisma.
How would you rate your own charisma? Are other people naturally attracted to you? Are you well liked? Consider the following roadblocks to charisma. Do you possess any of these?
• Pride: Nobody wants to follow a leader who thinks he is better than everyone else. Arrogant leaders lose the respect of others.
• Insecurity: If you are uncomfortable with yourself, others will be, too. Only secure leaders can provide a secure atmosphere.
• Moodiness: If people never know what to expect from you, they stop expecting anything. Eventually, they won’t even approach you.
• Selfishness: People can tell if you are using them merely to reach your own goal. No healthy person stays for long in such an unhealthy environment.
• Perfectionism: People respect the desire for excellence, but loathe unrealistic expectations. No one wants to feel the program is more important than they are.
• Cynicism: People don’t want to be rained on by someone who sees a cloud around every silver lining. Negative leaders repulse healthy followers.
• • • • •
For a positive look at charisma, see 21 Qualities: Charisma: Peter Was a Magnet.
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The Law of the Inner Circle: Development Beats Discouragement
Discouragement buries many land mines in our path: It hurts our self-image; it causes us to evade our responsibilities; it prompts us to blame others for our problems; it tempts us to blur the facts. We tend to lead according to the way we feel about ourselves.
Elijah became one discouraged leader after his confrontation with Jezebel. Emotionally drained, physically spent, full of self-pity and ready to die, he looked haggard and nearly done in. So what did God do to help the prophet through his deep discouragement? He told him to select and develop another leader, Elisha. Their relationship suggests several observations about leadership:
1. God desires to continually raise up leaders (1Ki 19:16).
2. The leader finds and challenges the potential leader (1Ki 19:19–20).
3. The potential leader counts the cost, pays the price and follows (1Ki 19:20–21).
4. The potential leader stays close to and shadows the leader (2Ki 2:2–8).
5. The potential leader covets the power of God that he sees in the leader (2Ki 2:9–10).
6. The leader passes his authority to the potential leader (2Ki 2:11–13).
7. Others recognize the transfer of spiritual authority (2Ki 2:14–15).
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Elisha: Between Expectation and Reality
The good news: Elijah named Elisha as his successor. The bad news: nothing significant happened for ten years. Elisha went from the son of a wealthy farmer to the servant of an itinerant prophet. He left a season of sowing in the field to enter a season of sowing in his spirit.
Like Elisha, you also face good news and bad news. The good news: you can be a leader. The bad news: it’s not going to happen overnight. Leadership requires patience and perseverance, serving and seasoning. When you receive a call from God, you may be anxious to begin immediately. But God may first call you into obscurity, or to seasons of learning when you feel insignificant, overlooked, and underappreciated.
What do you do when you are living between expectation and reality? Elisha’s example should encourage you to:
• Give your best wherever God puts you.
• Focus more on God’s purpose than your position.
• Help another leader fulfill his or her vision until God gives you a vision.
If you’re in a season where you’re experiencing a gap between God’s call on your life and your present reality, remember Elisha’s ten years of quiet preparation. When you continue serving with faithfulness, humility, and right motives, you’re making room in your life for God to fulfil his purposes in you—when the time is right.
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