Pastor Adam Gomez
Wednesday, September 16, 2026
Scripture: 2 Samuel 19:1-8
When the leader is weak, someone needs to be strong.
We enter the 19th chapter of 2 Samuel immediately following a major victory of David’s forces (Judah) over Absalom’s forces (Israel). Absalom has been killed by Joab, David’s commander, and David is in deep mourning over the death of his son.
David had previously told Joab, “Deal gently for my sake with the young man Absalom.” In doing so, David was putting his personal feelings and emotions above his people. He was valuing his son—the root of the problem—higher than the truth of the matter. This affected the judgment of the soldiers. One who came upon Absalom wasn’t sure what to do.
Joab, however, was not affected by David’s orders. He was clear-thinking, logical, and knew exactly what needed to be done. Joab was a results-oriented leader, focused on the bottom line, whose judgment was never clouded by emotions and sentiments. As an authoritative and strategic leader both on and off the battlefield, Joab was a master of war and politics. He was fiercely loyal to the institution, the throne, and the kingdom of Israel, and he was not afraid to challenge his superiors with unfiltered feedback.
Joab’s actions say something about him—maybe more than something. His evaluation and actions were both rebellious and rational. Absalom’s death was necessary for the political stability of David’s kingdom; to simply take him into custody would have been to purposely complicate matters.
I asked a Marine friend what he would do if he found Osama bin Laden. He said, “I’d neutralize him. Period. To take him into custody would only complicate matters.”
Sometimes it takes someone with a strong resolve to take care of the matters we find ourselves too attached to. David wanted to treat the terminal disease with a hug, but the terminal disease required surgery. Joab nominated himself as the surgeon. It is a faithful friend who does what someone should do when we are unable to do it.
Judah had just won the battle against Israel, and there was much to be happy about. But that was not the case for the king. Someone reported to Joab:
Joab was tuned in, aware, logical, immovable, and realistic. As commander, his immediate duty was to the troops on the ground. A commander must maintain operational focus, calculate counsel very carefully, and strip away raw emotion to present the leader with clear, unvarnished facts and strategic next steps. A leader’s emotional state must be compartmentalized to ensure readiness and stability among the troops so that the king's office and the kingdom can continue functioning.
Instead, the king's grief spread down to his men:
The troops were probably in earshot of the king’s cries, and they were deeply moved as word spread throughout the camp. There were no victory parties that evening. Instead, shame was absorbed into the hearts of every man. The felt message was that Absalom was of more value than the whole army or the kingdom itself.
Seeing this, Joab took action:
Joab barged into the king’s chambers without a knock, without expectation, and without permission because David needed a reality check. Joab threw some bare-fisted punches. He understood that a leader must project strength in order to maintain order, even in times of personal tragedy. Joab was harsh, and maybe a bit exaggerative, but he wanted David to snap out of his fog and depression before he lost everything. It is possible to win the battle but lose the kingdom because of neglect, disregard, and paralysis.
While David was essentially singing, “It’s my party, and I’ll cry if I want to!” Joab was saying, “Here's a tissue for your issue. Now get yourself together and be the king! Go out and thank your troops for saving your life and the kingdom today!”
Joab lacked subordination, but he didn’t lack sense. His speech was nasty, but necessary. Solomon, David’s son, would later write, “Faithful are the wounds of a friend” (Proverbs 27:6).
Sometimes drastic times call for drastic measures. In Mark 2:1-12, four men tore the roof off a housetop to lower their paralytic friend to Jesus. When we discover a friend in a state of despair or depression—paralyzed by tragedy, immobilized, and incapacitated—they don’t need to be over-comforted. They need a friend who is gruff, a little crusty, rough around the edges, and aggressive enough to bring hope at any cost.
Hal Lindsey wrote, “Man can live about forty days without food, about three days without water, about eight minutes without air... but only for one second without hope.” Sometimes hope comes in the form of brutal honesty, tough love, a reality check, or a wake-up call. Joab—the gruff, crusty, rough-around-the-edges commander with the severe personality—brought hope to his king.
Wednesday, September 16, 2026
Scripture: 2 Samuel 19:1-8
When the leader is weak, someone needs to be strong.
We enter the 19th chapter of 2 Samuel immediately following a major victory of David’s forces (Judah) over Absalom’s forces (Israel). Absalom has been killed by Joab, David’s commander, and David is in deep mourning over the death of his son.
David had previously told Joab, “Deal gently for my sake with the young man Absalom.” In doing so, David was putting his personal feelings and emotions above his people. He was valuing his son—the root of the problem—higher than the truth of the matter. This affected the judgment of the soldiers. One who came upon Absalom wasn’t sure what to do.
Joab, however, was not affected by David’s orders. He was clear-thinking, logical, and knew exactly what needed to be done. Joab was a results-oriented leader, focused on the bottom line, whose judgment was never clouded by emotions and sentiments. As an authoritative and strategic leader both on and off the battlefield, Joab was a master of war and politics. He was fiercely loyal to the institution, the throne, and the kingdom of Israel, and he was not afraid to challenge his superiors with unfiltered feedback.
Joab’s actions say something about him—maybe more than something. His evaluation and actions were both rebellious and rational. Absalom’s death was necessary for the political stability of David’s kingdom; to simply take him into custody would have been to purposely complicate matters.
I asked a Marine friend what he would do if he found Osama bin Laden. He said, “I’d neutralize him. Period. To take him into custody would only complicate matters.”
Sometimes it takes someone with a strong resolve to take care of the matters we find ourselves too attached to. David wanted to treat the terminal disease with a hug, but the terminal disease required surgery. Joab nominated himself as the surgeon. It is a faithful friend who does what someone should do when we are unable to do it.
Judah had just won the battle against Israel, and there was much to be happy about. But that was not the case for the king. Someone reported to Joab:
1 And Joab was told, “Behold, the king is weeping and mourning for Absalom.”
Joab was tuned in, aware, logical, immovable, and realistic. As commander, his immediate duty was to the troops on the ground. A commander must maintain operational focus, calculate counsel very carefully, and strip away raw emotion to present the leader with clear, unvarnished facts and strategic next steps. A leader’s emotional state must be compartmentalized to ensure readiness and stability among the troops so that the king's office and the kingdom can continue functioning.
Instead, the king's grief spread down to his men:
2 So the victory that day was turned into mourning for all the people. For the people heard it said that day, “The king is grieved for his son.”
3 And the people stole back into the city that day, as people who are ashamed steal away when they flee in battle.
4 But the king covered his face, and the king cried out with a loud voice, “O my son Absalom! O Absalom, my son, my son!”
The troops were probably in earshot of the king’s cries, and they were deeply moved as word spread throughout the camp. There were no victory parties that evening. Instead, shame was absorbed into the hearts of every man. The felt message was that Absalom was of more value than the whole army or the kingdom itself.
Seeing this, Joab took action:
5 Then Joab came into the house to the king, and said, “Today you have disgraced all your servants who today have saved your life, the lives of your sons and daughters, the lives of your wives and the lives of your concubines,
6 in that you love your enemies and hate your friends. For you have declared today that you regard neither princes nor servants; for today I perceive that if Absalom had lived and all of us had died today, then it would have pleased you well.
7 Now therefore, arise, go out and speak comfort to your servants. For I swear by the Lord, if you do not go out, not one will stay with you this night. And that will be worse for you than all the evil that has befallen you from your youth until now.”
Joab barged into the king’s chambers without a knock, without expectation, and without permission because David needed a reality check. Joab threw some bare-fisted punches. He understood that a leader must project strength in order to maintain order, even in times of personal tragedy. Joab was harsh, and maybe a bit exaggerative, but he wanted David to snap out of his fog and depression before he lost everything. It is possible to win the battle but lose the kingdom because of neglect, disregard, and paralysis.
While David was essentially singing, “It’s my party, and I’ll cry if I want to!” Joab was saying, “Here's a tissue for your issue. Now get yourself together and be the king! Go out and thank your troops for saving your life and the kingdom today!”
Joab lacked subordination, but he didn’t lack sense. His speech was nasty, but necessary. Solomon, David’s son, would later write, “Faithful are the wounds of a friend” (Proverbs 27:6).
Sometimes drastic times call for drastic measures. In Mark 2:1-12, four men tore the roof off a housetop to lower their paralytic friend to Jesus. When we discover a friend in a state of despair or depression—paralyzed by tragedy, immobilized, and incapacitated—they don’t need to be over-comforted. They need a friend who is gruff, a little crusty, rough around the edges, and aggressive enough to bring hope at any cost.
Hal Lindsey wrote, “Man can live about forty days without food, about three days without water, about eight minutes without air... but only for one second without hope.” Sometimes hope comes in the form of brutal honesty, tough love, a reality check, or a wake-up call. Joab—the gruff, crusty, rough-around-the-edges commander with the severe personality—brought hope to his king.
8 Then the king arose and sat in the gate. And they told all the people, saying, “There is the king, sitting in the gate.” So all the people came before the king. For everyone of Israel had fled to his tent.
Crossroads Church of Denver
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