Believers, Behavers, and the Middle
Why great organizations are built long after the excitement fades.
In early July, I listened to a sermon by Pastor Andy Stanley of North Point Ministries. One observation, in particular, stayed with me.
He talked about the difference between being a believer and a behaver—someone who believes something intellectually but hasn’t yet allowed that belief to consistently shape their actions.
He shared the story of a man describing his own faith journey. At first, he didn’t think he had the discipline to make a lasting commitment. Rather than waiting until he felt ready, he simply kept showing up. Over time, his commitment deepened, and with it came the discipline he thought he lacked.
That story reminded me of something I’ve observed throughout my career.
Organizations can be believers, too.
They believe in accountability. They believe in leadership development. They believe in safety. They believe in operational discipline. They believe in coaching, communication, and continuous improvement.
But believing in those things and consistently behaving in ways that reinforce them are two very different things.
Later that same day, I read a thoughtful LinkedIn post by Michael Sprague, Chaplain at Capital Commission in Louisiana, about what he called having “faith in the middle.” His point was simple but powerful: it’s relatively easy to have faith at the beginning of a journey, when everything is new and full of possibility. It’s also easier at the end, when you can finally see the results of your efforts.
The middle is different. The middle is where enthusiasm fades. It’s where the work becomes repetitive, progress feels slower than expected, and the temptation to quit quietly creeps in.
As I reflected on hearing Andy Stanley’s message and then reading Michael Sprague’s post later that same day, I couldn’t help but wonder if it was more than a coincidence. For me, it felt like a gentle reminder that this was a lesson worth paying attention to. Two different people. Two different messages. Yet both pointed to the same truth: belief, commitment, and discipline are tested not at the beginning or the end of the journey, but in the middle.
As I read Mr. Sprague’s words, I couldn’t help but think about how this too can be applied to an organization.
They also experience “the middle,” too.
The kickoff meeting is exciting.
Announcing a new leadership initiative is exciting.
Rolling out new performance metrics, safety initiatives, or leadership expectations creates energy and optimism.
Everyone believes this time will be different.
Then comes the middle.
The twentieth leadership meeting.
The fiftieth review of performance metrics.
Coaching the same supervisor again.
Having another difficult accountability conversation.
Reinforcing the same expectations once more.
The excitement fades, but the work remains.
