Leading Strong Men Part 2

By December 4, 20185 Minute Leadership Blog, Blog

Welcome to our five minute leadership podcast.

We’ve begun a little mini-series on leading strong men and women. Our responsibility as pastors is to lead the weak, those who are disenfranchised, the desperate, the sick as well as the strong.

Recap from last week.

Both the strong and the weak are equally valuable in God’s sight and equally valuable in your set of priorities and time allocation. The ability to lead strong people requires a different set of skills. David was a great model for us: He was gentle and tender with those in distress and he was able to lead strong men.

Last week, we took our reading out of 1 Chronicles 12, looking at David and his fortress in Ziglad. Notice how he conducted himself in the company of these mighty powerful men who were a match for a thousand. We saw last week that he was a courageous man who lead by example and listened to them.

We carry on now in 1 Chronicles 12:18 – “And the Spirit came upon Amosee, chief of the 30 and said, ‘We are yours, David. We are with you Son of Jesse. Success to you and success to those who help you for God will help you.’”


Be decisive.

David made a decision. He was decisive based on what they were saying. His interaction with them allowed him to decide to work with those guys. He didn’t take weeks to make the decision, didn’t ponder it and say he had to talk to one hundred different men, fasting and praying for five years. He did it straight away. He was decisive.

If you’re double minded, you’re going to struggle to lead strong men and women. It doesn’t mean that you’re impulsive and make stupid decisions. Once you have a conviction to make a decision – not every little decision, we’re talking about the big ones (who you’re going to employ, the overall vision of where you’re going, the overall doctrine of what you believe) – be steadfast and resolute on those decisions. To be double minded is going to cause strong people to go and run with somebody else.

Risk with them.

In addition to that, David says he made these men leaders of raiding bands. It didn’t take him long to receive them, it took him a couple of days to give them authority of raiding bands. He spent some time eating and drinking with them. He decided that what he was going to do with these guys was not ask them to lead the sheep of Israel and put them over communities as governors and leaders, but instead put them on the frontier to take land. He was going to risk with them.

Some of you are saying, “Well Grant surely you can’t risk with people that early?” When it comes to the church, I believe you can get everybody to serve. Even the guy who was saved yesterday, he can serve. You can get someone serving tea, on the welcoming team, involved in facilitating the introduction of new people into church, whatever role, you can get them in a serving capacity without sending them on your vision and values course and 101 on Leadership, checking his personality out. Serving is for everybody. Leadership in the Kingdom? There are criteria in 1 Timothy 3 and in Titus, but the bar for leadership was set at a certain level for you and you have grown. I often find that where leaders are now sets the standard for everybody else.

What was the risk? We need to believe in people. If you want to lead a strong guy, you need to believe in him. A guy got saved the other day – I looked him in the eye and said to him, “I’m going to plant a church with you.” Hours after he got saved. Strong man, powerful man. It’s going to take some time for us to do that, but we are going to risk with him.

I can remember getting young guys to lead in massive conferences where I was so terrified there was liquid in my shoes I had been sweating so much! I thought they might mess it up, but it was worth the risk. They have become powerful preachers today.

Give them authority

Finally, he gives them authority. He makes them leaders of raiding bands. If you want a strong guy to build with you and to run with you, you don’t just give him responsibility, you give him the authority to make decisions. You give him the authority to make calls.

I remember reading a book once where some dude went into Starbucks before it was open. He saw the door was slightly open but had a closed sign hanging. He stuck his head in and said to the lady behind the counter “are you closed?” she replied saying, “Yes we are closed but how can I help you?” he said, “I would love a cappuccino” to which she replied saying, “Come in. I’m not really allowed to do this but I’m going to do it for you.” She makes a cappuccino. She is empowered to break the rules, to break the principle that they’re operating by to get the real job done.

Strong guys, strong girls – you want to empower them to make decisions where they’re going to kick the ball down the field.

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