When a Leader Looks Away

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“Rescue those being led away to death, and restrain those stumbling toward the slaughter. If you say, ‘Behold, we did not know about this,‘”‘ does not He who weighs hearts consider it? Does not the One who guards your life know? Will He not repay a man according to his deeds?”
Proverbs 24:11-12 (BSB)

Pastor Chris, a seasoned leader at a bustling church, sat with a furrowed brow and sad eyes as he recounted a situation involving two of his staff members—Dorian and Beth. Dorian was a gifted leader in volunteer recruitment and coordination, always enthusiastic, always ready with a smile. Beth, on his team, was incredibly dedicated, meticulous, and deeply cared for the people she served.

For a while, things seemed to be working smoothly. But gradually, Pastor Chris began to notice, through subtle remarks and the grapevine, that Dorian’s outward enthusiasm was masking a growing tendency to over-promise and under-deliver when it came to supporting his team, especially Beth. Dorian would delegate tasks to Beth with great fervor, assuring her he’d follow up with crucial administrative support or secure necessary resources. Then, he’d get caught up in a new volunteer drive or a community event, and that follow-through would falter. Beth, being so dedicated and perhaps a bit of a people-pleaser herself, would quietly pick up the slack, working late nights, trying to bridge the gaps left by Dorian’s incomplete actions.

Pastor Chris saw it. He saw Beth’s increasing exhaustion. He heard her quiet sighs when discussing Dorian’s “forgotten” tasks. He even had a brief, almost casual conversation with Dorian, who brushed it off with a laugh, saying, “Oh yeah, Beth’s a rockstar, she always gets it done.” Pastor Chris’s inclination, he confessed, was to avoid direct confrontation. He valued Dorian’s positive energy and his ability to rally volunteers. He didn’t want to dampen that spirit. He liked Dorian, and he also liked Beth. He thought addressing it directly might create tension, might make Dorian feel unappreciated, and he didn’t want to risk upsetting the delicate balance of his staff. So, he continued to offer Dorian praise for his outward successes while letting Beth quietly carry the burden.

The inevitable happened. Beth, completely drained, not only missed a critical deadline for a new outreach program that required significant coordination but also inadvertently miscommunicated vital information to a key group of volunteers because the necessary follow-up from Dorian never materialized. The program faltered, costing the church not only money and resources but also damaging its reputation within the community and deeply wounding the trust of those volunteers. Beth, feeling unsupported and overwhelmed, eventually resigned. Dorian, blindsided by the severity of the fallout and the loss of a key team member, found his own leadership influence significantly diminished. Pastor Chris, looking back, realized his attempt to maintain peace and avoid conflict had actually led to a far greater disruption, costing him respect, costing his team invaluable talent, and ultimately failing both Dorian, Beth, his congregation, and the community at large. Something so simple can have a rippling effect.

Proactive intervention is a leadership imperative. The verses of Proverbs 24:11 call us to “Rescue those who are being taken away to death; hold back those who are stumbling to the slaughter.” As leaders, this translates to recognizing when individuals or teams are heading toward a critical failure, significant damage, or even a metaphorical “death” (e.g., career derailment, loss of team cohesion, project collapse). It’s not enough to simply observe. We are called to act. This means actively (did I say actively?) looking for signs of distress, recognizing potential pitfalls, and intervening before the situation becomes irreversible. This might involve identifying an employee struggling with a critical project, noticing signs of burnout, addressing a conflict that’s escalating, or recognizing a team that’s straying from its core mission.

Ignorance is not an excuse and our awareness is key. Matthew Henry’s commentary clearly states, “One cannot use the excuse of ignorance to avoid the responsibility to help another in need.”¹ This is a stark reminder for leaders. We cannot plead, “I didn’t know they were struggling,” or “I didn’t realize that behavior was so detrimental.” In a leadership role, especially in Level 2 Permission leadership,² where relationship and awareness are paramount, a certain level of perceptiveness – insight – is expected. We are called to be attuned to the pulse of our teams, to notice the “stumbling,” the “whys” behind the struggles. This requires active listening, keen observation, and a genuine desire to understand the well-being of those we lead. A leader who is disengaged or too detached to notice these signs is failing in their duty. It requires the laws of Reflection, Awareness, Environment, and more.

As leaders we must be accountable to a higher standard. Remember, “he who weighs the heart” is always watching. Our accountability to God is paramount. We need to consider the eternal impact, not just the social fallout, when we fail to help others. This elevates our leadership responsibility beyond mere organizational metrics or team morale. It speaks to a divine accountability (Do all things as unto the Lord – Colossians 3:23). As leaders, we are entrusted with the care and development of people (that is Level 4 Leadership – People Development²). Failing to act when we see someone in danger, whether professional or personal, is not just a leadership failure; it’s a moral one. This reminds us that our actions (or inactions) have eternal significance, and we will ultimately answer for how we stewarded our influence and our people. We have no excuse. If we honestly don’t know, we either need to learn “how to know” (learning to learn) or we need to step aside from the leadership position. Choose one.

So what is the heart of the matter? Understanding intent and impact: “Does not he who weighs the heart perceive it?” This verse points to God’s perfect knowledge of our intentions and awareness. And even non-believers know in their heart what the truth of the matter is. As leaders, we must strive to operate with a similar clarity. When we address a problem, our intention should be to rescue and restore, not to condemn. We must also consider the impact of our leadership – or lack thereof. If our inaction leads to negative consequences for an individual or the team, God, who knows our heart, will also see the outcome of our failure to act. This encourages leaders to reflect not only on their motives but also on the tangible results of their leadership decisions (or indecisions). I can understand someone for being wrong. The harder thing to understand is someone doing something while knowing better. Ignorance lacks awareness. Willful disregard chooses wrong.

We must look at leadership as stewardship. Ultimately, this passage frames leadership as a form of stewardship. We are stewards of people, entrusted with their development and well-being. Just as a steward is accountable for how they manage their master’s possessions, leaders are accountable for how they manage the people under their charge. When we see someone “stumbling,” we have a duty to step in, offer guidance, support, and correction. This isn’t about micromanaging, it’s about responsible oversight and a commitment to the flourishing of those we lead.

Some Practical Applications for Leaders –

Develop Situational Awareness. Make it a practice to regularly check in with your team members individually and as a group. Go beyond surface-level “how are you?” Ask about challenges, obstacles, and areas of concern. Encourage open dialogue about potential problems. Remember, you have to practice every level of leadership as you grow. You are working on being a People Developer (Level 4) but you still need to be a Level 2 Permission Leader – you have to have the permission of the person you are leading. You get that by loving, knowing, and guiding them.

Establish Clear Communication Channels. You must ensure your team knows they can come to you with concerns without fear of reprisal. Create an environment where vulnerability is met with support, not judgment. You want them to “run” to you with problems/issues while they are learning and growing. Your position/job is to train them up on how to deal with these issues for the future! So that soon enough, they will know how to deal with things correctly.

Be Willing to Intervene. When you see the signs of struggle – whether it’s underperformance, interpersonal conflict, burnout, or ethical lapses – don’t wait. Address it specifically and immediately, but always with grace and a focus on resolution and growth.

Actively seek wisdom and counsel. Recognize that you don’t have all the answers. Be willing to seek advice from trusted peers, mentors, or even HR if the situation warrants it AND if they truly have the wisdom to deal with it. This demonstrates humility and a commitment to finding the best path forward. BTW, my text always works… so does my email and my phone. I am always here for you until the Lord takes me home.
Reflect on and ponder your accountability. Regularly consider your leadership actions (and inactions) in light of this divine standard. Are you truly stewarding your people well? Are you acting with integrity and courage?

In essence, Proverbs 24:11-12 calls leaders to be vigilant, courageous, and morally responsible. It tells us that we cannot hide behind a veil of ignorance; our role demands active engagement in safeguarding the well-being and potential of those we lead, recognizing that our accountability extends far beyond the organizational chart. Do you have a written plan and path for each one of your team members that you are closely following? If not, why not? That’s a clear indication that you are not serious about their growth, their understanding, their life, your position, the community, and more. I should be able to walk into your office and ask for your one-page plan – the one you and Joe Dokes agreed on for his growth. What do you need to do immediately and specifically for each one of your people to ensure their best? When will you complete this? When will you act upon it? Ponder. Purpose. Plan. Produce. Practice.

Leadership is about people – always has been, always will be.

Much love and blessings…

End Notes

¹ From Mathew Henry’s Complete Commentary on Proverbs 24:11-12.

² The Five Levels of Leadership framework referenced in this article was developed by John C. Maxwell and is presented in his book, The 5 Levels of Leadership: Proven Steps to Maximize Your Potential. The levels are Position, where people follow because they have to; Permission, where people follow because they want to; Production, where people follow because of what the leader has accomplished; People Development, where people follow because of what the leader has done for them; and Pinnacle, where people follow because of who the leader is and what he represents. Leaders do not leave the earlier levels behind as they grow. They continue practicing each one while building the relationships, results, and people-development skills required for the next.