Leaders are surrounded by activity. There is always another meeting, goal, email, responsibility, conversation, or problem waiting for attention. Because activity is visible, it can easily become the way we measure progress.<\/p>\n\n\n\n
But being busy and becoming a better leader are not always the same thing.<\/p>\n\n\n\n
Jeff Williamson describes this tension through two ideas: the \u201cdo\u201d gap and the \u201cbe\u201d gap. Understanding the difference can change how we think about achievement, identity, and faithful leadership.<\/p>\n\n\n\n
The \u201cdo\u201d gap is driven by constant activity. It asks questions such as, \u201cWhat should I do next?\u201d and \u201cAm I doing enough?\u201d<\/p>\n\n\n\n
It can convince leaders that more activity automatically means greater faithfulness. More serving. More meetings. More responsibilities. More goals.<\/p>\n\n\n\n
The difficulty is that the \u201cdo\u201d gap never really closes. There is always another task available. A leader can accomplish everything on the list and still feel behind. Jeff describes this as the point where leadership can shift from obedience toward performance.<\/p>\n\n\n\n
When that happens, productivity can begin shaping identity rather than simply supporting responsibility.<\/p>\n\n\n\n
The \u201cbe\u201d gap asks a different question: Who are you becoming?<\/p>\n\n\n\n
It is quieter than the \u201cdo\u201d gap. It focuses less on visible output and more on character, motives, wisdom, identity, and spiritual formation.<\/p>\n\n\n\n
Jeff describes it as the space between who God created us to be and who we are becoming. The focus moves from proving ourselves through activity to allowing character to shape our actions.<\/p>\n\n\n\n
This can feel uncomfortable because internal growth is harder to measure. There is no dashboard for patience, humility, discernment, or trust.<\/p>\n\n\n\n
Yet those qualities often determine how well someone leads when pressure arrives.<\/p>\n\n\n\n
The problem is not hard work. Leaders should act, serve, make decisions, and accept responsibility.<\/p>\n\n\n\n
The problem begins when doing becomes disconnected from identity.<\/p>\n\n\n\n
Leaders can appear successful while privately feeling exhausted or hollow. They may be doing the right things but for reasons rooted in insecurity, comparison, or the need for validation.<\/p>\n\n\n\n
That pattern is difficult to sustain.<\/p>\n\n\n\n
Operating from the \u201cbe\u201d gap does not mean becoming passive. In fact, it can lead to more courageous action because your identity is no longer dependent on whether every decision succeeds.<\/p>\n\n\n\n
You can take appropriate risks, accept correction, say no when needed, and pursue what has been placed in your hands without constantly comparing yourself with someone else.<\/p>\n\n\n\n
Productivity matters, but leadership cannot be reduced to output.<\/p>\n\n\n\n
At the end of a busy week, do not ask only, \u201cWhat did I accomplish?\u201d<\/p>\n\n\n\n
Also ask: Did I become more patient? Did I listen well? Did I act from faith or fear? Did the people around me experience grace, truth, and presence?<\/p>\n\n\n\n
The strongest leadership grows when what you do begins flowing naturally from who you are becoming.<\/p>\n\n\n\n
<\/p>\n","protected":false},"excerpt":{"rendered":"
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