Can It Be Done?

by Dr. Richard Blackaby

For generations it had been considered impossible. Despite rigorous training and competitions throughout the world, no one had ever run a mile in under four minutes. Some claimed that the human body was not capable of the exertion that would be required for such a fete. Others had striven to achieve it but had always fallen short.

There is something within humanity that is inspired by the impossible. Certain people, rather than being discouraged, are energized by overcoming a seemingly insurmountable barrier. Although the time for running the mile had been decreasing, people viewed running the mile in less than four minutes as physically impossible. Then on May 6, 1965, Roger Bannister did the seemingly impossible. He ran a mile in 3.59.4 seconds. People were astounded. Generations of athletes had pushed themselves to the limit and yet had been unable to reach that milestone. Now it became clear that it was indeed possible. Forty six days later, someone else ran the mile in under four minutes. Others soon followed. What had seemed impossible became the new standard.

There have been many discussions about the difference between managers and leaders. Warren Bennis claimed that managers do things right, while leaders do the right things. Another way to view it is that managers administer what is, while leaders envision what could be. Managers ensure things run smoothly. Leaders solve problems and create new things.

One of the most famous stories in the Bible is that of David and Goliath. Goliath posed a giant problem for the Israelites. The Philistines were encamped on a mountain in Judah. Their champion, Goliath, would taunt the Israelite soldiers each morning and evening. This massive soldier stood nine feet nine inches tall. His massive armor seemed impenetrable. Or so the Israelites thought. For forty days Goliath humiliated the Israelites yet no one had an answer for him.

King Saul was the leader of the Israelites, but he acted more like a manager. He saw the problem but he had no answers. He could not imagine any way of defeating such an enormous foe. It seemed that all they could do was to hunker down on their hilltop and wait it out.

Then one day a shepherd boy arrived bringing food for his older brothers. As soon as he heard Goliath’s taunting, David wondered why someone did not respond. When David volunteered to fight Goliath, Saul assumed he would use traditional means and began loading his heavy armor on to David. Instead, David envisioned an entirely new way of engaging the enemy. Rather than standing toe-to-toe with a bloodthirsty behemoth, David travelled lightly, using a slingshot while staying just out of reach. Goliath commanded; “Come up to me!” (1 Sam. 17:44). Of course, Goliath wanted David to follow the conventional rules of battle, since they clearly favored him. Instead, David devised a band new strategy, one relying upon airpower. The rest, of course, is history. The Israelites saw that day that giants are not invincible after all.

There is an interesting sequel to that famous story. David fought ongoing battles against the Philistines. Apparently Goliath had family members who served in the Philistine army as well. The biblical record tells us that Abishai, one of David’s loyal lieutenants killed the giant Ishbi-Benob, the son of Goliath (2 Sam. 21:15-17). Then Sibbechai killed Saph, another of Goliath’s sons (2 Sam. 21:18). Then Elhanan killed Jaare-Oregim, Goliath’s brother (2 Sam. 21:19). Finally, Jonathan, David’s nephew, killed another of Goliath’s sons (2 Sam. 21:20-21). What had happened? David had simply proven that what people thought was impossible was in fact, quite possible. Once David led the way, others were eager to follow.

We live in an age when giant problems are creating havoc in society and in the Church. Crises always distinguish managers from the leaders. Managers are good at identifying the problems. Leaders are expert at devising the solution.

Over the years I have worked with both managers and leaders. If in a meeting I had someone identify all of the problems, I knew he was a manager. If someone explained why nothing could be done to solve our current problem, she was clearly identifying herself as a manager. If, however, someone came to my office excited about a possible solution to a problem we were facing, I recognized she was an emerging leader.

This contrast is visible in many different sectors. A pastor complains that his church is located in a difficult neighborhood with an outdated building with which to grow a church. After five years of decline, the pastor moves on to greener pastures. His successor immediately begins to grow the church and see new life return. Or a church planting missionary claims that starting churches is extremely difficult in his field. As a result, few churches are planted. His successor arrives and soon new churches are popping up everywhere. What is the difference? One person sees the problems; the other sees the possibilities.

The Israelites saw a giant with impenetrable armor. David saw an immobile target who was a sitting duck. It was all a matter of perspective.

At times people assume they are leaders, when, in fact, they are managers. They assume because they are dealing with difficult problems that they must be leaders. However, worrying about, complaining about, and losing sleep over problems is not the same thing as dealing with problems. Dealing with problems means you assume there is a solution and you confidently explore the possibilities until you find it.

I remember years ago when my father was a director of missions. He was in a meeting with another director of missions from a different city. This man complained that nothing was happening in his city. My mother began to say, “Well you should come work with us. There are lots of things happening where we are!” But she refrained from speaking (no small fete for my mother!). She and my dad realized that if this man could not generate any exciting ministries in the city he was in, a change in address would not alter his fundamental issue. This man clearly was not a leader. He kept waiting for someone else to solve his problems. If only the denomination would provide more funds. If only the churches would initiate more ministries. If only other people would come with solutions to his problems. But no one did. This man was content to calendar and organize what others were doing but he had no ability, or desire, to initiate anything himself.

I am believe leadership can be learned. I also realize that some people are naturally wired to be leaders while others naturally think in terms of management. If you are wired to be a manager but you have a leader’s responsibility, there is hope! Here are a couple of things you must do:

1. Stop expecting other people to solve your problems!
2. Stop blaming other people or circumstance for your problems.
3. Remove the word ‘impossible” from your leadership vocabulary.
4. Assume there is a solution to your problem and begin to search confidently for it.
5. Cry out to God and listen to what He tells you about your circumstance.
6. Put aside any fear, laziness, or timidity that might be holding you back from the solution.
7. Boldly move forward with the answer God gives you.
8. Don’t quit until your problem is solved.

The truth is that there is much at stake for you and your organization. If you will take the lead, you might be surprised how those working under you begin to kill their own giants in the days to come!