Leadership - Drew Boswell

Vision: You’re Doing It Wrong. Three Common Mistakes Leaders Make Relating to Vision

Churches and businesses are drawing close to the time when they will begin to gather and open in groups once again. Pastors, staffs, and business owners are going to make decisions regarding reopening their doors and gather in groups. While they have gained new ways of doing things (Zoom meetings, social distancing, sanitizing, etc.) its’ natural tendency is to go back to “normal” — but they are in a day that their “old normal” just can not continue. Churches and businesses have to change, but it is the vision of the organization that will allow it move through these unknown and treacherous times.

Focusing on the issues and changes that need to be made will keep you away from the vision if you allow it, but one would do it to their own peril. The following are three things that many leaders get wrong — it is the vision that will allow them to navigate through these tough decisions.

1. Mistake#1 – Vision is Not About Fixing Problems.

Vision is not seeing perceived problems that need to be fixed and then designing a plan to fix those problems. Fixing problems is on the job description for a leader, but it is not vision. A skillful leader can fix problems all the day long but never show vision.

The leader who falls into this category is stuck in maintenance mode. Nehemiah did not fix the walls because they were broken. The broken walls changed how God’s people were living, so the walls had to be built so that people’s lives would be changed. When we are only about fixing problems we have actually lost sight of the vision. Casting vision and pushing it through the organization will cause all kinds of issues, it actually creates problems.

A good vision will allow people to clearly see where the organization is going, there will be people who don’t want to go on this trip, and others will want to get on the bus with you. But don’t expect it to be clean and neat, and that everyone will be happy.

2. Mistake #2 – Vision is Not a Group Project.

A vision can be shared, but it cannot be developed by the organization, it has to come from the leader. Visions spread and are adapted as they grow throughout an organization. They begin to take a life of their own in different ways, but it is a guiding force from the top of the organization.

The top leader has to constantly push the vision because it will get lost among the masses. The organization as a whole cannot push the vision forward without the main leader encouraging them to do so. God does not give multiple visions to multiple people, He gives one vision to the main leader. If He did there would be chaos.

This is not to say that counsel should not be sought after before developing a vision or even letting key leaders have input into the process. Proverbs 15:22 says, “Without counsel plans fail, but with many advisers they succeed.” But once they have been heard and their advice taken into account, it is the main leader who sets the vision.

3. Mistake #3 – Vision Is Not ALL About Making Changes.

Beginning something new, ending something that is not working, or making changes, is not vision. Changes are tools that allow you reach or achieve the vision. You can change how you are structured, hire or fire employees, etc. but these are changes that make organizations healthy and stable. Once the organization is stable, healthy, etc. you still have to ask and answer the question “Why are we doing this?” and you have to have an answer (and ask it again, and again, and again, ad nauseam).

10 Things Staff Need (from their senior leader)

I wrote this article years ago and have held off posting it because as a staff person, I didn’t want a particular pastor or church to see this and to try and “read between the lines.” Most of this are lessons I have learned as serving as a senior pastor and the mistakes I have made as a senior leader. Having served in most typical church positions (excluding music) and as an executive director, these are lessons from various churches, various positions, various regions of the country. That being said, now the article.

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Leading a staff is never easy. There are various personalities that sometimes need a little extra effort to “get along.” Others click very well at the exclusion of the rest of the staff. Throw in a church that is filled with differing expectations, vision conflict, personal drama, life circumstances, and you have a storm off the starboard bow. All of these things are compounded the larger the church and the larger the staff grows.

There is also behind the scenes, a very real enemy who seeks to “steal, kill, and destroy.” It is the Enemy’s goal to stop the gospel from going out, and to keep the church void of any genuine work. At the helm of all these complications is the pastor whose job is to navigate through these treacherous waters. Often times in all the squalls of life we allow ourselves to become too focused on the immediate and lose sight of the big picture. The following is a quick reference guide to what staff need from their pastor. They are simple ideas, but if ignored the pastor will run the ship right into the rocks.

1. Information

Plan to have a regular time where you convey information that you know as pastor that the staff may not be aware of. You sit in on meetings and are briefed on topics the general congregation is not aware of. The staff should never find out information alongside the rest of the church, deacons, or other volunteer leadership. If you cannot trust the staff to use discretion with information then you need to address the issue with the vocal/informative staff person, not shut down all information to the whole staff. There are few things more demoralizing to staff than for them to find out information behind literally the entire church. You don’t like to get blindsided or surprised, so don’t do it to your staff.

Don’t expect them to support something if they are the last to know. They need time to think about the topic and see how they can support it in their given areas. By them receiving this information with everyone else, you are indicating to them that at a minimum you don’t need (or want) their support, and worse case don’t need (or want) any expertise, advice, prayer, etc. they may offer on the topic. It doesn’t slow the process down to drop back and explain things to your staff.

2. Clear Direction

If you have a direction that you would like for the staff to go toward, then take the time to make that very clear (even put it in writing; e-mails, texts, notes, etc.) The best way to do this is to have a designated time when you meet face-to-face (or Zoom) and talk about specific topics.

A very helpful first step is a job description and yearly evaluations. Motivated staff want to know that they are working toward a common goal and direction. They hate having to backtrack to go in another direction. Staff with limited budgets, hate having to constantly change direction because it wastes those limited resources. Don’t waste their time and energy because you want them to go in one direction but have not taken the time to make it clear to them. Don’t assume that they can read your thoughts, or what you assume they should understand from your body language.

3. Genuine Affirmation and Respect

When you affirm them in the public setting show genuine respect. You are not showing someone respect when you constantly call them by the wrong name, or haven’t taken the time to learn their kid’s names. Avoid irrelevant platitudes like “she’s so good with the kids.” Instead, give recent real life examples of how the staff person is doing a good job. If you don’t respect your staff, they won’t respect you. This respect also overflows into meetings, and general office settings. Professional courtesy goes a long way toward guarding against frustrations and anger among staff.

4. Honor Boundaries

Each staff person was hired to cover a specific set of job responsibilities and you should assume that they take that ministry very seriously. While working against developing silos (click here for an article on this topics) senior leadership should recognize and honor how there are boundaries in specific areas within the church. When changes are made in one area of the church, be aware that those changes, more than likely, will affect other areas of the church (click here to read an article on how systems affect each other).

Boundaries can also mean days off, personal time, or even asking them to do things for you personally that are not directly related to their ministry positions. If they were hired as a full time staff person then that means those responsibilities on the job description would take the full amount of time. In other words, don’t keep adding things to their job responsibilities that will affect their time at home, weekday evenings, etc. Yes, there will be times when staff need to help the team do things that were not on the job description, but it should not be a constant expectation.

5. Give Staff What They Need To Do Their Job

Often times this takes the form of a budget. Work to see that they have what they need to lead the ministry that they have been hired to do. It is with in the pastor’s position to guide and direct various committees to go in various directions. Because you have taken the time to talk with your staff and understand the direction they are leading their various departments then you have accurate information to be able to see they get what they need.

If they are constantly requesting more funds, donations, volunteers, etc. and they feel you are doing nothing, then they will feel frustrated. It will feel like the staff person is drowning and you are just standing there watching, making no effort to help.

6. Have Their Back

Staff members should never doubt that the pastor supports them, what they are doing, and gives that support vocally and publicly. Work out differences privately, but when the staff try new things get behind them and push (hard). If you want to have a high rotation of staff, then keep throwing them under the bus or stepping back away from them when things go “sideways.”

If they ask you to use your pulpit to support them, then see how it could be blended into a sermon or some other way to emphasize it. Remember that innovation, change, and steps forward come at the price of trying things that don’t work. If you don’t support them in those times of mistakes, then they will eventually quit trying and do what they know is “safe.” When staff begin to all do what has always been done, the way it has always been done, then there will be the eventual plateau and decline. But before you blame the staff, take a hard look in the mirror.

7. Make the Hard Calls

The pastor (or senior leader) holds the position to lead and make the hard calls. This often involves strong personalities, spiritually immature, and selfish people. Don’t let these sinful people run rough shod over your staff. If a hard decision needs to be made, make it. Don’t ignore it, wait forever to make a decision, or avoid it. Often the staff can’t move forward until you make a decision — just realize that the senior pastor holds his position because hard calls need to be made. If you don’t make these calls it can be detrimental to your staff moving their specific areas forward. Yes, you may make the wrong call, but that’s ok because your staff and leadership will have your back (see#6) because you have supported them, and they know why you are making the call the way you did (see #1). No one expects senior leadership to make the right call 100% of the time, but if you wait too long to make calls then they are wrong 100% of the time.

8. Get to Know Their Ministry

As a pastor, if you have never served as a staff person or in a specific area (children, youth, senior adults, etc.) then take the time to see what the ministry is like and what is involved to carry it out. You should never have to ask “why do you need a budget increase?” or “why are are you not able to add this new responsibility to your weekly work schedule?” You should know (see #2 & 5). The church has chosen to hire a specific staff person to do a specific job.

This usually involves a designated (or expected/required) amount of hours and responsibilities. Help to guard their plate by not allowing others (or yourself) to continuously add responsibilities to staff. All positions have busy (i.e. stressful) times of the year (for the Children’s Pastor it may be Vacation Bible School i.e.). If you know this, then it would be very helpful to the staff for you to stand guard for them as they do their job, or (heaven forbid) even help in these areas during these stressful and very busy times.

9. Always Assume the Best

Andy Stanley has what he calls “the gap.” This is where a staff member does something that appears to break the rules or cultural expectations of the organization. Stanley gives the example of arriving to a staff meeting late. When this happens, and with no explanation given, people naturally fill “the gap” with why they are late. If they are given the benefit of the doubt then the person who observes the late staff person will say to themselves, “his car must have broken down,” or “someone must have stopped him for a ministry related issue,” etc.

What ever they place in this gap, it should assume the best of the person. Staff members need to know that their direct supervisor has faith in them and is not always assuming the worst. If their “boss” is always assuming the worst every time something appears negative, then it can be very frustrating and demoralizing. It will wear on them after a while — they will always feel like they have to explain everything. Always assume the best and good quality people will rise to the expectation. Always assume the worst and people will rebel and harbor ill will. [1] This is really a matter of trust. Does the senior pastor trust the staff? If so, trust them to do their jobs and assume they are doing their job to the best of their abilities.

10. Grow Your Staff

Staff need to know that you love them and want what’s best for them (and their families). When you meet with and talk about their ministries, if they begin to pick up that you see them as disposable tools and that they are there to make you look good, then they will not be supportive of your leadership. One of the best ways to convey this attitude is for you to constantly focus on their ministry numbers, performance, events, etc. and not really care about their future (or their family’s future). Staff are not there to make your name known, they are in ministry to make Christ’s name known. If you will invest in them and help them grow, then the kingdom of God is better served for it, and they will respect you.

So there you have it, 10 things staff need from their pastor or senior leader. Let me know what you think in the comment section below. Thanks for taking time to read the article!

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[1] This is assuming that the staff person is not constantly late for reasons of irresponsibility. If a staff person earns the reputation for having negative reasons for the gaps that is another issue entirely. It is really hard to assume the best in a staff person if they are always having “gaps.” If they know they are going to be late, for example, then they should call. This does not make being late “ok,” but it does show the leader that they are aware of the gap and are trying their best to rebuild the trust.

Taking Chaos by the Horns; Incident Command Structure

At an orientation for the Georgia Southern Baptist Disaster Relief I was introduced to a well-established command structure called “Incident Command System.” Wikipedia defines it as,

“ICS includes procedures to select and form temporary management hierarchies to control funds, personnel, facilities, equipment, and communications. Personnel are assigned according to established standards and procedures previously sanctioned by participating authorities. ICS is a system designed to be used or applied from the time an incident occurs until the requirement for management and operations no longer exist.”[1]

Essentially it is when you have people showing up to help in an emergency situation and there has to be some way to organize them. People are coming from all levels of society and having a plethora of abilities. So offices (logistics, communications, planning, finance, etc.) are established beforehand and individuals are placed into these positions in the field. Once they are chosen to a position, they are then given a notebook with procedures and predetermined tasks to be completed – and they get to work while reporting to the Incident Commander.

This system for the SBC Disaster Relief is premised on the different color hat system. At the basic and lowest level is the yellow hat. This is a person who has gone through orientation of how the overall system works, but may not have had training in specific areas (serving food, childcare, or debris removal). At the next level is the blue hat – this person is responsible for a team of yellow hats and has had training in one or all of the services offered.

Then above the blue hats is one white hat at a given location. Coordinating and leading the overall work is the Incident Command Team chosen by the white hat. These people could be yellow hat volunteers but who may have special training in one of the needed ICS offices.

After reviewing it I am fascinated at the system’s ability to have an adequate span of control and unity of command. If someone has more than five people reporting to them then they could get overwhelmed and not be able to adequately do their job because there is simply too much to oversee. This system allows groups to continue to be divided into manageable teams.

With unity of command everyone only reports to one person. If I am clearing debris then I go to one blue hat to tell me what to do. If I have an issue, question, etc. then I can go to one person.

I am also very intrigued by how disaster and potential chaos can be managed. Volunteers show up and they are orderly housed, fed, and put to work. Cargo and trucks full of materials and pallets of food are systematically moved in and out of a given devastated zone smoothly and orderly. Communications are set up and information begins to flow. If a given stage reaches an overly stressful level of complexity, a new layer is added to the ICS and the job continues.

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So how does this apply to everyday life and in times when there are no hurricanes, alien invasions, wild fires, etc.

(1) If you respect the chain of command life becomes much easier. Just report to one person – If you find yourself reporting to more than more person, it means your system needs some adjusting. Communication is clear because you are dealing with one person.

(2) All levels of the organization are critical. The yellow hats are just as critical as the white hats – but everyone must do their job. If everyone stays in their lane and plays their part then great things could happen (thousands of people being fed a hot meal, roads cleared, and the world seeing Christ in a new way). If the yellow hats start trying to tell people what to do and play the role of blue hats then chaos ensues. Respect the system.

(3) If you are going to go into the world of chaos and change it then you need a plan. People need to know the plan (preferably before disaster hits), and it has to be simple (three colors, three hats). Imagine if there were 15 colors, shades of blue everywhere, name tags, hats, jackets, vests, all with different meanings. I can’t remember what I had for lunch much less a bunch of colors meaning different things. What we do has to be simple, memorable, and simple – did I say simple? I forgot. The more chaotic of a situation we run into, the simpler the instructions have to be.

(4) This one is a little off topic, but it came up at the orientation. You are only allowed to serve three days (four at the most) before you will be sent home and replaced with another team. It is recognized that this is a long-term effort and people (even if they want to serve more) shouldn’t be in chaos too long.

What if our leaders understood that they need to be watching to tap people on the shoulder and tell them to fall out of the battle and rest. If you are a white hat or blue hat leader you need to keep watch and make sure your people don’t work so hard and so long that they hurt themselves (this is especially true if they are yielding a chainsaw). I know that I would be much more willing to be loyal to my blue hat if I know he is watching my back.

(5) The goal is clear. For disaster relief the objective is clear even before you show up. There has been a natural disaster and there are people who need help. We are Christians and have been commanded to serve and help people and then share with them the hope of the gospel (in that order). In our organizations we must make the goal clear so that others may join us. Along those same lines, the way they join in (systems) must be clear as well. If they want to be apart of what you are doing do they know how to join in?

Here’s a link to Georgia Disaster Relief’s website if you want more information. https://missiongeorgia.org/georgia-disaster-relief/

and their Facebook page. https://missiongeorgia.org/georgia-disaster-relief/

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[1] https://en.wikipedia.org/wiki/Incident_Command_System

Training That Inspires One to Greatness

Boy Scout summer camp is one of those times when training is regularly available — This week I took part in a 16-hour course called IOLS (Introduction to Outdoor leadership Skills). It included topics ranging from Dutch oven cooking, first aid, knot tying, to new BSA regulations and orienteering (plus much more). These were basic skills that every Scoutmaster is supposed to know so that he/she can properly teach the boys in their Troop.

“Every Scout needs and deserves trained leaders. Leaders should understand their responsibilities, the aims of the program, and how to deliver it with enthusiasm and fun.” — BSA

I anticipated the skills, but what I did not expect is the sheer level of information that I didn’t know. After leading Scouts for almost 10 years there is still so much that I don’t know and things that we are just not doing as a Troop. Some of these limitations are subject to my limited schedule, and financial restrictions we have as a Troop — but what I have come to realize is that I need to do a better job at my own leadership. I came to understand this as I was going through the training, so the following are some thoughts relating to training and leadership in general.

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People Should Actually Be Trained. Training (and continued training) should leave those being trained (better) equipped to do what they do better. You may say, “Isn’t that obvious?” But more times than not, training is boring, the leader/supposed equipper is unprepared, and the main reason for the training is to check a box, get a card, or to just advance in some way — but no one is better equipped than had they not attended at all.

In order for meaningful training to happen, the equipper has to take his/her job seriously and understand why the skills are important to be learned. If the training is important enough to be required (or strongly suggested if you are in the non-profit volunteer world), then the skills are important enough to be learned. If no one is learning or being equipped then everyone’s time is being wasted.

People Should Be Inspired To Be Better Leaders. The time of training should inspire those in the class to improve what they do, not by shame or discouragement, but by setting a high standard. In my training this past week I was taken on a journey with a group of Scout leaders who had done their job for over 25 years and they were good at what they did.

I wanted to be like these leaders, to return to my Troop and model what I had learned. I wanted to be a better leader because of being around these experienced leaders. Training should inspire us to be better leaders. Most people in Scouting are there as volunteers because they want to make a difference in the lives of boys. So, inspiring them is not a unreachable goal — they just need a leader.

People Should Want More. As I am thinking through all of the material that we covered, I have many more questions and have a realization that there is so much more that I need to learn. So training should also lead to a thought process where one seeks further training. I want to be a better leader and I know that I need to learn more if our Troop is going to improve.

The training this weekend began where I am going to end, with the mission statement of BSA, “The mission of the Boy Scouts of America is to prepare young people to make ethical and moral choices over their lifetimes by instilling in them the values of the Scout Oath and Law.”

The Scout Oath and Law mention character expectations of honor, duty, country, God, trustworthy, loyalty, etc. These are noble goals to inspire young men to have. But, it just doesn’t happen. It is planned, coordinated, and has people who are passionate about seeing these things come to be in the life of young men.

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Whatever noble task you have set your heart toward it most likely will require continual growth and learning on your part. If you happen to be the one training, begin with why are you training in the first place (your mission), and then make sure that people are learning in a meaningful manner. Inspire them to follow a high standard and give them a model to follow (you as a great leader). If you do this, then they will want more, and you will have accomplished your goal of training.

Can God Use A Flawed Leader? 1 Kings 3:1-15

Caleb and Joshua’s birthday is coming up, and when they were younger every time we would go to the grocery store, Wal-mart, Burger King, or when they would see a commercial on TV; they would say almost constantly, “Dad, I want that for my birthday,” “I want that, I want that, dad I want that” and I may say, “Caleb do you really want a Shrek foam lamp?” or “Joshua do you really want that movie, it will give you nightmares?”

Many of our prayers are like that, “ Lord, I want this, and this, and that, and can you do this, and that” . . .on and on we go, while God is sitting there saying, “Are you sure you want to have that, or do this, or go there?” “I have such a bigger vision for your life than a Shrek foam lamp, I want to pour out my goodness on your life and give you this.” As you consider your walk with the Lord and the things you ask of Him, consider the following from 1 Kings 3. He desires to use flawed people to accomplish unimaginable things. He desires to use you to do the wonderful. But there is a process.

What Kind of Leader Would Solomon Be? (vv. 1-4)

^“1 Solomon made an alliance with Pharaoh king of Egypt and married his daughter. He brought her to the City of David until he finished building his palace and the temple of the LORD, and the wall around Jerusalem. ² The people, however, were still sacrificing at the high places, because a temple had not yet been built for the Name of the LORD. ³Solomon showed his love for the LORD by walking according to the statutes of his father David, except that he offered sacrifices and burned incense on the high places. ⁴ The king went to Gibeon to offer sacrifices, for that was the most important high place, and Solomon offered a thousand burnt offerings on that altar.”

The book of I Kings opens with David making Solomon king, David giving his son some instructions and making a few requests of his son, and Solomon then doing some housekeeping. And in today’s text we get a first glimpse of what kind of king Solomon was to be.

An Alliance with Egypt

When God was giving the people the law, he warned that the people would one day want a king, and he warned the people not to let him do certain things. Deuteronomy 17:16 “The king, moreover, must not acquire great numbers of horses for himself or make the people return to Egypt to get more of them, for the LORD has told you, “You are not to go back that way again.” To go back to Egypt was to return to a place of slavery. But here we see that Solomon sees the need to marry the daughter of Egypt.

2 Chronicles 1:14-16 “Solomon accumulated chariots and horses; he had fourteen hundred chariots and twelve thousand horses, which he kept in the chariot cities and also with him in Jerusalem. ¹⁵ The king made silver and gold as common in Jerusalem as stones, and cedar as plentiful as sycamore-fig trees in the foothills. ¹⁶ Solomon’s horses were imported from Egypt and from Kue’ the royal merchants purchased them from Kue.”

Married to Foreign (Women)

1 Kings 11:1-2 “King Solomon, however, loved many foreign women besides Pharaoh’s daughter, Moabites, Ammonites, Edomites, Sidonians and Hittites. ² They were from nations about which the LORD had told the Israelites, “You must not intermarry with them, because they will surely turn your hearts after their gods.” Nevertheless, Solomon held fast to them in love.”

Solomon marries these women from foreign lands. Just as an aside, this is not a racial issue — it has to do with the false gods these women worshiped.

Performing Burnt Offerings to Foreign gods

God wanted the people to worship and sacrifice on the altar of the tabernacle, in the manner He commanded Moses, but even more so, He wanted their obedience. Every time we see sacrifices mentioned in the Bible, we need to remember that this is part of God’s concession, and not His will, as we are told in 1 Samuel 15:22 “Does the LORD delight in burnt offerings and sacrifices as much as in obeying the voice of the LORD ? To obey is better than sacrifice, and to heed is better than the fat of rams.”

Duet. 12:1-2, 4 “These are the decrees and laws you must be careful to follow in the land that the LORD, the God of your fathers, has given you to possess, as long as you live in the land. ² Destroy completely all the places on the high mountains and on the hills and under every spreading tree where the nations you are dispossessing worship their gods. . . ⁴ You must not worship the LORD your God in their way.

But Solomon once again ignores God’s Word, “. . . . except that he offered sacrifices and burned incense on the high places”

The Presence of “High Places”

“The king [Solomon] went to Gibeon to offer sacrifices.” We first see the city of Gideon in the Bible when they fool Joshua in Joshua 9:14 “The men examined some of their [Gibeonites] provisions, but they failed to ask the Lord’s advice.” God’s command to Joshua and the rest of the people was to clear out the promised land of foreign people who worshipped foreign gods. This group of people was allowed to stay, and now the king of God’s chosen people is there worshipping their gods.

Here are four examples where the leader ignores God’s Word and decides to do what “seems right in his own eyes.” But, how do we explain that God is about to appear before Solomon, he is going to bless him in ways that no other man has ever known, and yet we see him here, he is clearly going against God and His ways? The first time we really see Solomon acting as king, he is messing up big time.

Do you ever feel that way as a leader? You may not see at the time, but if you look back over your life you see mess ups, mistakes, bad calls, and just plain sinfulness. Can God use you? Is it possible to overcome these things?

Read on friend.

The King Makes a Wish (vv. 5-9)

⁵ At Gibeon the LORD appeared to Solomon during the night in a dream, and God said, “Ask for whatever you want me to give you.” ⁶ Solomon answered, “You have shown great kindness to your servant, my father David, because he was faithful to you and righteous and upright in heart. You have continued this great kindness to him and have given him a son to sit on his throne this very day. ⁷ “Now, O LORD my God, you have made your servant king in place of my father David. But I am only a little child and do not know how to carry out my duties. ⁸ Your servant is here among the people you have chosen, a great people, too numerous to count or number. ⁹ So give your servant a discerning heart to govern your people and to distinguish between right and wrong. For who is able to govern this great people of yours?”

“The king went to Gibeon to offer sacrifices” While Solomon was on the high place, going against what God’s Word and Commandments clearly teach, sacrificing animals to other gods, “At Gibeon the LORD appeared to Solomon.”

Romans 10:20 “And Isaiah boldly says, “I was found by those who did not seek me; I revealed myself to those who did not ask for me.”

God in His grace and mercy came to Solomon, when Solomon would not come to the Lord in His Temple. And even though Solomon had sinned against Him, the Lord said, “I want to bless your life greatly!” he said, “Sinner, I want to use you, I want to bless you, I want to use you greatly!

This is one reason why I love the Bible, God loves to reach down and take sinful people and bless them and that’s what happened to the Apostle Paul in Acts 9:1-4 “Meanwhile, Saul was still breathing out murderous threats against the Lord’s disciples. He went to the high priest ²and asked him for letters to the synagogues in Damascus, so that if he found any there who belonged to the Way, whether men or women, he might take them as prisoners to Jerusalem. ³As he neared Damascus on his journey, suddenly a light from heaven flashed around him. ⁴He fell to the ground and heard a voice say to him, “Saul, Saul, why do you persecute me?”

Abraham, who was worshipping other gods is called, Joshua 24:2 “Joshua said to all the people, “This is what the LORD, the God of Israel, says: ‘Long ago your forefathers, including Terah the father of Abraham and Nahor, lived beyond the River and worshiped other gods.”

God’s words didn’t come through a prophet, or a seer, God appeared to him in person. And He simply said to Solomon, “ask for whatever you want me to give to you.” Have you ever heard the teaching on prayer, that says, God answers prayer with yes, no, or wait? Many times God desires to bless us, or use us in a powerful way, but we have to grow into it, or be able to handle it. God desires for us to learn things about ourselves and what He desires to do through us.

What if God were to come to you, and say, “ask for whatever you want me to give to you.” Jesus put it this way, Mark 11:22 “Have faith in God,” Jesus answered. ²³“I tell you the truth, if anyone says to this mountain, ‘Go, throw yourself into the sea,’ and does not doubt in his heart but believes that what he says will happen, it will be done for him. ²⁴Therefore I tell you, whatever you ask for in prayer, believe that you have received it, and it will be yours.“

In this process of talking with God Solomon recognizes four things about himself:

(1) “You have shown great kindness to your servant, my father David, because he was faithful to you . . . a son to sit on his throne this very day” — Solomon recognizes that he is in a position that he did not earn, deserve, “ it was because of someone else’s righteousness, his father David, that he is able to be where he is. When we spend time with God we quickly encounter His greatness and our humanity.

(2) “Now, O LORD my God, you have made your servant king,” He recognizes that he was king, whether he deserved to be there or not, whether someone else could do a better job, no matter what his view of himself was, he was there, on the thrown and he was king. If you find yourself to be the leader then God expects you to lead.

(3) “But I am only a little child and do not know how to carry out my duties.” He recognizes that in his responsibilities, he does not know how to do it well. He feels like a child, inadequate, and fumbling. In most things that relate to leadership, people, and the spiritual, we humans are this way. Those that think they “have arrived” or are “experts” will eventually discover that it is by God’s grace that they have had success.

(4) “⁸Your servant is here among the people you have chosen, a great people, too numerous to count or number.” Solomon recognizes that the task before him is a great one. He feels overwhelmed and doesn’t know what to do. God’s vision for you is great, do you see it? It is larger than what you can do on your own.

The Wonder of God’s Grace (vv. 10-13)

¹⁰ The Lord was pleased that Solomon had asked for this. ¹¹ So God said to him, “Since you have asked for this and not for long life or wealth for yourself, nor have asked for the death of your enemies but for discernment in administering justice, ¹² I will do what you have asked. I will give you a wise and discerning heart, so that there will never have been anyone like you, nor will there ever be. ¹³ Moreover, I will give you what you have not asked for, both riches and honor” so that in your lifetime you will have no equal among kings.

Why was the Lord so pleased with Solomon’s answer? Because his response was all about asking God to give him what he needed to adequately do what God had put him in the seat to do, not his own selfish personal whims.

“I will do what you have asked . . . I will give you [so that]. . . Moreover [so that.]” Solomon’s one time response to God brought about wisdom and wealth so that the world had never seen. But there was also an ongoing response to God that he had to make on a moment by moment basis.

^“14 And if you walk in my ways and obey my statutes and commands as David your father did, I will give you a long life.” ¹⁵ Then Solomon awoke,”and he realized it had been a dream. He returned to Jerusalem, stood before the ark of the Lord’s covenant and sacrificed burnt offerings and fellowship offerings. Then he gave a feast for all his court.

God also promised Solomon long life, but there is clause, this blessing would be based on “if you walk in my ways” a moment by moment decision to follow God and His ways. Which is more important? The riches the world has never seen (which has no conditions) or a long life (with a condition)? God can give either, but to God which is more important?

Years on this earth, in obedience to God, and living out His calling upon your life, is far more precious than vast wealth, education, or any other trappings of the world. Why? Because the longer you have on this earth, the longer you have to influence other people. Solomon, would influence millions.

How great is the vision that you have for your life? Ask God to show you, “Lord how can I make the most of the years that you have given me, to influence as many people as possible for You?” Don’t let the worries of this world crowd that out. Don’t let that burning movement of His Spirit in your chest become an after thought.

“He returned to Jerusalem, stood before the ark of the Lord’s covenant and sacrificed burnt offerings and fellowship offerings.” God came to Solomon in Gibeon and now Solomon moves into God’s will by going back to Jerusalem. The mercy and grace that God pours onto Solomon, moves his heart to obedience.

So if God loves to bless sinful people, and change their lives, shouldn’t we be all the more sinful? Romans 6:1-4 “What shall we say, then? Shall we go on sinning so that grace may increase? ²By no means! We died to sin; how can we live in it any longer? ³Or don’t you know that all of us who were baptized into Christ Jesus were baptized into his death? ⁴We were therefore buried with him through baptism into death in order that, just as Christ was raised from the dead through the glory of the Father, we too may live a new life.” Solomon, understanding God’s grace, doesn’t continue to sin by going to Gibeon, he changes his life and leads the people to God in Jerusalem.

In order for God to show you His great plan for your life, you have to give Him your heart. Be ready when He comes to you. He will tell you of His love for you, and how he want to bless your life, how he wants to change your life, won’t you give Him your heart? If your wish is for Jesus to take your sin away, he will do it. If your wish is for Him to use you for His glory, He will do it. But be warned, it will be big, scary and require your dependence upon Him.

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