There is an English expression, “to be naïve.” In Korean, it is often translated as “pure,” “innocent,” or “simple,” and it describes someone who does not fully understand how the world works. A person who is pure but ignorant of worldly matters risks exploitation when making important decisions because they tend to trust others without suspicion.
Countless people have suffered setbacks by taking others’ words at face value. Unfortunately, this risk arises just as often in teamwork. This does not necessarily mean that a team member is scheming or attempting to usurp the leader’s position. Every individual has their own perspective and their own agenda. Naturally, people want an organization to align with their priorities. It is naïve to assume that only the leader has an agenda while every other member devotes themselves solely to fulfilling it.
Consider Joab, the commander of David’s army. He supported David even before David ascended the throne and served as his closest confidant, protecting both David’s kingship and his life. David even placed his nephew in this crucial position. Joab understood David’s heart better than anyone and was loyal to him. Yet Joab defied David’s will and murdered Abner, the commander of Israel’s army, whom David intended to bring over to unite all Israel. Joab acted out of personal revenge for his brother Asahel’s death, placing his own vengeance above David’s wishes and the nation’s future.
Joab’s manipulation didn’t stop there. He summoned the woman of Tekoa, disguised her as a widow, and instructed her on what to say to David (2 Samuel 14:3) to advance his own agenda: to convince David to bring Absalom back to Jerusalem. Later, near the end of Absalom’s rebellion, Joab ignored David’s explicit command not to kill Absalom and did it anyway—likely because he believed the rebellion had to be completely extinguished. Again, he prioritized his own agenda over David’s. A leader must never forget that team members have their own perspectives and motives.
Kim Seung-ho, who owns more than 1,300 franchises worldwide, writes in his book An Introduction to Management for CEOs that when a company has only a few employees, the owner can trust employees’ statements without suspicion. However, once a company grows, making important decisions based solely on reports—even from close aides—can ruin the business. A CEO must analyze and verify reports personally before making key decisions.
Discernment is an essential quality for any leader. In the story of the woman of Tekoa, she ultimately confessed that she had spoken Joab’s words to David (2 Samuel 14:19). She admitted this because David discerned the true intent behind her message (14:17). Without discernment, even a leader can be manipulated by others’ agendas, no matter how loyal the team member may appear.
When we describe teenage boys and girls as “pure,” it is a compliment. But when we call a leader over forty “pure,” it signals immaturity. Leaders must question the “rumors” they hear through others and investigate the facts for themselves. For example, the report that Absalom had killed all of David’s sons (2 Samuel 13:30) turned out to be false—he had killed only Amnon.
There is a saying, “Leaders are readers.” Beyond books, leaders must also read people. Leadership ultimately revolves around people. If you cannot influence people, you cannot lead. A naïve leader is far more likely to be manipulated than to guide others. John explains why Jesus did not entrust Himself to others: “for He Himself knew all people … and He Himself knew what was in man” (John 2:24–25). Without discernment, a leader cannot understand others’ agendas.