Balance of Time

David Kolb became the president of Mohawk when it was a small carpet manufacturer in a pack of companies hundreds of millions of dollars behind the industry leader, Shaw Industries.  In the first five years, his new management turned it from a family business to a very profitable, growing by purchase, expanding company now ranked 6 or so in sales.  Then Citicorp Small Business Investments made a bid to buy the company, expand it and make money. They offered for he and his staff to remain with a deadline of paying off the Citicorp debt in the business within 5 years.  A radical change from long term growth to a cash flow business model was required.  I remember the many long hours of change and challenge as, under his management, the company changed and grew.  The debt was paid in 3 years, his future sealed and profits abounded for everyone.  David is now a member of the Board of Directors after having served as President, CEO and COB of Mohawk Industries, the largest carpet company in the world (or is it Shaw today?).

He challenged me with a simple answer during a mentoring conversation 7 years ago.  I was being considered for the Senior Pastor role in a smaller local, active church.  I had filled most of the ministry roles in a church except this role.  I was drawn but torn and wondering if I could really do the job, meet the need and honor God.  I asked, "When you took the company from long term equity growth to cash flow - did you ever wonder if  you could do it?”  “No,” he answered.  “Not at all?”  “If you doubt that you can do it, don’t take the job because you won’t do it,” he answered.

I was looking to identify with a successful man and find out that he too wondered but instead I left with more doubts.  At the end of the day, though, the gift he gave me was immense.  I was forced to be sure that I knew that I could do the job even though I could never know all that the job would be.  I was forced to ensure for the livelihood of others the absolute ability, capability and track record to answer the call to this level of leadership even though I knew the “waters were uncharted” by me.  I had to know that I could do it even though I knew that I would need those around me, above me and before me.  I had to know that it was destiny that I do it but be humble enough to know I could equally destroy it. 

"When to move and when not to move?", that is the question.  So many of our leadership articles are focused on getting new leaders to wait and to learn under experienced leaders.  So many of our articles are focused on encouraging emerging leaders to wait and be certain that they hear clear direction from the Spirit for which they are willing to die.  So many of our articles are focused on young leaders not being like a teenager who "knows it all" and rushes off at the expense of those around him.

"When should a leader become a leader?", that becomes the question.  Probably the greatest single answer to this question is, "Become a leader when you know beyond all shadow of doubt that you are not worthy, capable or prepared without the influence of God and other great leaders around you but when you are certain that you can do it."  This great paradox is the balance of time - the balance between too early and too late.