The vision of Nehemiah to rebuild the wall required a variety of strengths to accomplish. Nehemiah recognized that he did not have all the strengths needed to accomplish the task—he needed a team. He was a great leader but Nehemiah was not capable of doing all that was needed for the building of the wall and community. This included casting vision, strategic thinking, administration, craftsmanship, technical skills, teaching, etc. Serving leaders recognize that there’s no such thing as a well-rounded leader, but there are well-rounded teams. Nehemiah models how serving leaders build teams based on strengths.   

Serving Leaders Build on Strength by acknowledging different roles    

The physical rebuilding needed people who could carry stones, those who were capable of doing masonry work, others skilled in timber and iron construction for the doors, etc. Beyond the construction of the wall, the story of his leadership also demonstrates a wide variety of tasks and roles including goldsmiths and merchants (3:31), guards (4:16), those who blew the trumpet (4:18), messengers (6:3), musicians (7:1, 12:27), keepers of the storerooms, gatekeepers (7:1; 11:21), leaders in charge of different areas (7:2, 70; 11:1, 11;  12:7-8; 15:16), teachers (8:4-8), temple servants (11:21), and priests and Levites (12:1-7). Nehemiah acknowledged all these roles as necessary for achieving the vision. The people doing menial tasks were as essential to the work as the person blowing the trumpet.  

Some leaders see their leadership role as critical but don’t appreciate the person who answers the phone or the one who cleans the floor. But serving leaders recognize that all tasks, even the menial ones, are vital to accomplishing the vision.  They verbally appreciate the role of each member of the team and acknowledge that the different strengths are all necessary.    

Serving Leaders Build on Strength by aligning work with passion  

In the building of the wall there were certainly times when people worked in areas outside of their strength. The job needed to be done! But Nehemiah also deliberately assigned tasks that would align with passion.  One example, “Above the Horse Gate, the priests made repairs, each in front of his own house” (Nehemiah 3:28, NIV). 

Nehemiah strategically placed people to build the wall that was close to their own homes. He knew that they would be more energized to do the work that was near to their heart! He was aligning their work with their passion. Some leaders assign tasks with little thought to whether the person will enjoy doing the work. But serving leaders look not only at ability for a task but passion. They recognize that someone may be very capable of performing a role, but not energized by doing it. Serving leaders look for ability combined with passion.  

Serving Leaders Build on Strength by applauding joint success  

Nehemiah worked hard and the wall was finally completed. Then they celebrated!  

At the dedication of the wall of Jerusalem, the Levites were sought out from where they lived and were brought to Jerusalem to celebrate joyfully the dedication with songs of thanksgiving and with the music of cymbals, harps and lyres (Nehemiah 12:27). The celebration included two choirs marching around the wall in different directions with sounds that were heard “far away”! Nehemiah applauded the work that the entire community had accomplished.  

Some leaders focus on the work, but never pause to celebrate. Or they focus on an individual accomplishment without acknowledging the work of the team. But serving leaders applaud success and find ways to celebrate the accomplishments of individuals and the team.  

For further reflection and discussion:  

• How well do I know my own strengths and passions? Am I working to focus more of my time and energy on the things I do especially well?  
• Do I see the tasks of each person, especially the menial ones, as vital to the success of our team? What have I done this week to affirm the value that each one brings to our team? 
• When I see someone on my team doing a task well, do I assume that they have passion for that work, or do I inquire about their passion? Ask one or two of them, “If you do this all day long, do you go home energized or drained?” What do I learn from their response? How can I better align my team around passions? 
• How well does our team celebrate success? What have we done recently that should be celebrated? What do I need to do to ensure that we have the celebration?   

• Read the story of Nehemiah and reflect on other ways that he demonstrated this action, Build on Strength. Especially reflect on the story of their celebration in chapter 12. What do you observe from his life and in what way can you follow his example?     

Until next time, yours on the journey, 

Jon Byler 

In the next issue, we’ll examine how Nehemiah’s leadership empowered others and prepared for succession.  

Finally, as a free gift to you, Click Here to download one tool to help you put this action into practice in your organization.  

For more information about The Five Actions of Serving Leadership read the book, The Serving Leader, or visit www.CenterforServingLeadership.com.

The final action of the Serving Leader Model® is Upend the Pyramid. At the heart of serving leadership is a radically different approach that does not focus on self and personal gain. Serving leaders instead focus on serving the mission of the organization, the people who are a part of the organization, and those served by the organization. Serving leadership turns the traditional model of leadership upside down—they Upend the Pyramid.  

Nehemiah demonstrated serving leadership as he built the wall in Jerusalem and strengthened the city.  He refused to take some of the perks of his role in order to relieve the people of a tax burden (see Nehemiah 5:14-19). Also, consider these glimpses of how his leadership upended the pyramid.  

¹After the wall had been rebuilt and I had set the doors in place, the gatekeepers, the musicians and the Levites were appointed. ²I put in charge of Jerusalem my brother Hanani, along with Hananiah the commander of the citadel, because he was a man of integrity and feared God more than most people do (Nehemiah 7:1-2, NIV).  

The second choir proceeded in the opposite direction. I followed them on top of the wall, together with half the people— (Nehemiah 12:38, NIV). 

⁶But while all this was going on, I was not in Jerusalem, for in the thirty-second year of Artaxerxes king of Babylon I had returned to the king. Some time later I asked his permission ⁷and came back to Jerusalem….(Nehemiah 13:6-7a).   

Serving Leaders Upend the Pyramid by delegating authority  

Nehemiah “put in charge…” two men to lead the city and appointed gatekeepers, musicians and Levites. Nehemiah was clearly delegating authority and power to others rather than keeping control of everything himself. Some leaders are reluctant to release power to others but serving leaders focus on releasing rather than keeping power. They delegate carefully and clearly. They recognize that they are in charge to charge others up!   

Serving Leaders Upend the Pyramid by developing people  

As the choir celebrated the great achievement of building the wall, Nehemiah “followed them.” Nehemiah was in the rear by design. He had called for the celebration and delegated authority to musicians and Levites. Now he watched others lead the way and cheered them on from behind. His heart was to see others develop and rise in their own leadership capacity. This development of others extended far beyond helping them learn how to put stones on the wall, he wanted to see them mature as people and as leaders.  

Most leaders assume that they must lead from the front and be the most visible person on the team. They naturally call attention to themselves. But serving leaders are content to cheer from behind, smiling with contentment as they help others grow and develop.  

Serving Leaders Upend the Pyramid by disappearing by design  

“I was not in Jerusalem.” After the wall was built Nehemiah went back to Babylon for some time. Certainly, there were official duties that he needed to fulfill. But Nehemiah was also making space for others to rise up and lead. He was, by design, preparing others to take over his leadership role. Some leaders cannot imagine a time that they will not be in charge and they don’t prepare others for the day they will be gone. But serving leaders understand from the beginning that their own leadership role will one day end. They serve the organization by ensuring that others are prepared to take over at that time. A part of that preparation is intentionally stepping away at times to let others grow and develop. 

For further reflection and discussion: 

• In what ways am I tempted to do things myself rather than delegate? In what ways have I delegated authority recently? Are there ways that I delegate responsibilities and then don’t give others the power to carry it out? Do I keep an appropriate level of accountability with those I empower?  
• Who on my team could be developed to a higher level of responsibility? What steps will I take to deliberately develop them?  
• What am I doing to prepare my team for success after I am no longer the leader? Would it be helpful for them if I disappeared for a time? What do I need to do to better prepare for succession?  
• Read the story of Nehemiah and reflect on other ways that he demonstrated this action, Upend the Pyramid. What do you observe from his life and in what way can you follow his example?     

Nehemiah was not a perfect leader, but he served well and demonstrated all Five Actions of Serving Leadership.       

Until next time, yours on the journey, 

Jon Byler 

In the next issue, we’ll begin a new series!  

Finally, as a gift to you, Click Here to download one tool to help you put this action into practice in your organization. For more information about The Five Actions of Serving Leadership read the book, The Serving Leader, or visit www.CenterforServingLeadership.com.

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Nehemiah served the people of Jerusalem by clarifying the vision and calling the people to live by their values. He also demonstrated the third action of serving leaders, Blaze the Trail,  by keeping everyone focused on the mission. Serving leaders clarify for their team what activities bring the success that will accomplish the mission. They ensure that these activities are consistently practiced, and they work to remove any obstacles that would hinder progress toward the mission. One obstacle for Nehemiah was the enemies who wanted to stop the work and distract the workers.    

¹When word came to Sanballat, Tobiah, Geshem the Arab and the rest of our enemies that I had rebuilt the wall and not a gap was left in it—though up to that time I had not set the doors in the gates—²Sanballat and Geshem sent me this message: “Come, let us meet together in one of the villages on the plain of Ono.” But they were scheming to harm me; ³so I sent messengers to them with this reply: “I am carrying on a great project and cannot go down. Why should the work stop while I leave it and go down to you?” ⁴Four times they sent me the same message, and each time I gave them the same answer (Nehemiah 6:1-4, NIV).  

Nehemiah’s response models how serving leaders Blaze the Trail for those they lead.  

Serving Leaders Blaze the Trail by mentioning what matters  

Nehemiah responded to the message by stating “I am carrying on a great project.” He wanted it to be clear to those on the wall and those far away that what was critical was not meetings but putting stones on top of one another!  It was hard, sweaty work but Nehemiah understood exactly what would bring success, consistent focus on laying one stone on top of another! This was all that mattered for the mission to be accomplished. And he gave meaning and purpose to the task by calling it a “great project.”  

Some leaders are not crystal clear on what activities will bring success to their organization. Others understand but have not communicated them clearly to everyone on their team. But serving leaders clarify what brings success and make sure that everyone understands.  Serving leaders mention what matters.  

Serving Leaders Blaze the Trail by minimizing distractions  

The invitation for a meeting came under the guise of finding a peaceful resolution to the nagging opposition. Nehemiah recognized that going to a meeting in a nearby village would be a distraction that would take him away from the work for several days. The distraction may have been an attempt to take his life, or to attack the workers while he was not present. In any case, Nehemiah refused to be distracted. “I…cannot go down. Why should the work stop while I leave it and go down to you?”  

Some leaders allow themselves and those around them to focus on things that are not actually important to the mission of the organization. But serving leaders work hard to ensure that everything they are doing is mission critical and that those working with them are doing the same. They remove obstacles and minimize distractions.  

Serving Leaders Blaze the Trail by maintaining consistency     

Nehemiah’s challenge was repeated four times and “each time I gave them the same answer.” He remained consistent and kept his focus on putting one stone on top of the next.  

Some leaders hold true to their mission for a time, but when there are repeated distractions, they lose their focus. But serving leaders keep themselves and everyone else focused on what really matters to the organization. They don’t stifle innovation, but they insist on doing the right things again and again. They serve with consistency.   

For further reflection and discussion: 

• How clearly do I understand our mission? Do I know what activities bring success to us and what activities are a waste of time? How well do those serving with me understand our success factors? (Use the free tool below to help you with this process.)  
• What things am I tempted to do often that are not essential to our mission? What do I need to do to eliminate them? For those on my team, what distractions do they face and what can I do to remove them?  
• How consistently do I focus on activities that bring success to our organization? How does this impact my leadership?  

• Read the story of Nehemiah and reflect on other ways that he demonstrated this action, Blaze the Trail. (Focus especially on chapters 4 and 6). What do you observe from his life and in what way can you follow his example?     

Until next time, yours on the journey, 

Jon Byler 

In the next issue, we’ll look at ways that Nehemiah built teams by focusing on strengths.   

Finally, as a free gift to you, click here to download one tool to help you put this action into practice in your organization.  

For more information about The Five Actions of Serving Leadership read the book, The Serving Leader, or visit www.CenterforServingLeadership.com.  

Nehemiah had a clear vision to build the wall, but as a serving leader he was also concerned about the welfare of his people.  During the rebuilding project Nehemiah discovered that many of the people were suffering because of high interest rates charged by their fellow Jews. The wealthy were taking advantage of the poor—lending them money at rates that cost the poor their land and even their own children who were sold to pay debts. Their actions not only violated the law but contradicted the values that Nehemiah wanted to instill in the community. In the midst of the massive building project Nehemiah took action.  

⁶When I heard their outcry and these charges, I was very angry. ⁷I pondered them in my mind and then accused the nobles and officials. I told them, “You are charging your own people interest!” So I called together a large meeting to deal with them ⁸and said: “As far as possible, we have bought back our fellow Jews who were sold to the Gentiles. Now you are selling your own people, only for them to be sold back to us!” They kept quiet, because they could find nothing to say (Nehemiah 5:6-8, NIV).  

He understood that values violations from within the community represented a threat that was as significant as the external opposition he had already faced. Nehemiah recognized that weak values would not build a strong wall. As a serving leader he models the second action, Raise the Bar which focuses on identifying, clarifying and embedding core values into the hearts and minds of everyone in the organization.  

Serving Leaders Raise the Bar by defining the values.  

Nehemiah’s comments reveal at least several of the values that he wanted the community to embrace—compassion, integrity and justice. Nehemiah wanted to ensure that everyone understood what values were important and what they looked like in everyday actions. In this case, the values were not being expressed and he wanted the people to understand. In this he succeeded and the people “could find nothing to say.”    

Some leaders simply focus on getting the work done, pressing on to accomplish the vision. They do not understand that values exist whether or not they are articulated and defined. But serving leaders acknowledge that values need to be clearly articulated and understood by every team member. They communicate what the value looks like and what it does not look like. As they do so, they Raise the Bar for everyone.   

Serving Leaders Raise the Bar by demonstrating the values.  

Nehemiah says, “As far as possible, we have bought back our fellow Jews who were sold to the Gentiles.” Nehemiah was living out the values he articulated to the group. He had compassion on those who were in bondage and had bought some back from slavery.  

Some leaders talk about values and expect others to live them out, but fail to uphold them. But serving leaders model the way, they demonstrate to others the values they expect them to uphold. This does not mean they are perfect, but even when they fail, they humbly acknowledge their failure and adjust their behavior. 

Serving Leaders Raise the Bar by dealing with values violations.  

“You are charging your own people interest!” Nehemiah was not afraid to address the values violation even in the midst of a very busy project.   

Some leaders ignore values violations, hoping that others won’t notice or that with time, the behaviors will improve. But serving leadership is not weak leadership! Serving leaders, like Nehemiah, Raise the Bar by addressing violations of values immediately and courageously. 

For further reflection and discussion: 

• What three or four values are essential to carrying out my vision?  
• How clearly does my team know these values? Do they understand what the values look like in everyday activities? Do they understand what behaviors are a violation of those values?  
• Are there ways my actions in the past week have violated any of the values I just listed? How does this impact my leadership?  

• What is my typical response when I observe values violations on my team? How does this impact my leadership? What do I need to do to strengthen my leadership in this area? Are there current conversations that I need to have to address values violations? When will I do this?  
• Read the story of Nehemiah and reflect on other ways that he demonstrated this action, Raise the Bar. (See especially the full context of chapter 5 and also his actions in chapter 10.) What do you observe from his life and in what way can you follow his example?     

Until next time, yours on the journey, 

Jon Byler 

In the next issue, we’ll examine how Nehemiah brought clarity about his mission.  

Finally, as a free gift to you, click here to download one tool to help you identify and define your core values. 

For more information about The Five Actions of Serving Leadership read the book, The Serving Leader, or visit www.CenterforServingLeadership.com.  

The Five Actions of Serving Leadership recognized and taught by Dr. John Stahl-Wert are universal actions that every great serving leader uses to build high performing teams. These actions work in every sphere of society and in all types of organizations.

In this series we’ll look at how Nehemiah demonstrated these five actions in rebuilding the wall in Jerusalem. The first action, Run to Great Purpose, focuses on clarifying and embedding the great purpose, or vision, into the organization.  Nehemiah developed a great purpose as he listened to the report of those who came from Jerusalem and spent time in prayer.   

³ They said to me, “Those who survived the exile and are back in the province are in great trouble and disgrace. The wall of Jerusalem is broken down, and its gates have been burned with fire.” ⁴ When I heard these things, I sat down and wept. For some days I mourned and fasted and prayed before the God of heaven. ⁵ Then I said:…. ⁸ “Remember the instruction you gave your servant Moses, saying,…. I will gather them from there and bring them to the place I have chosen as a dwelling for my Name’ (Nehemiah 1:3-8, portions, NIV).

Later, when Nehemiah traveled to Jerusalem, he spoke these words to the people:

Then I said to them, “You see the trouble we are in: Jerusalem lies in ruins, and its gates have been burned with fire. Come, let us rebuild the wall of Jerusalem, and we will no longer be in disgrace. (Nehemiah 2:17)

Nehemiah models how serving leaders Run to Great Purpose.

Serving Leaders Run to Great Purpose by addressing the importance.

Nehemiah mourned and wept over the condition of Jerusalem and was convinced that rebuilding the wall would make a significant difference for the nation. The broken wall was a sign of “trouble and disgrace” and God had promised to gather people in Jerusalem around His temple. Nehemiah’s vision to build the wall was inspired by issues that would make a difference in the world.  The vision was not about bricks and mortar, it was about removing disgrace and recapturing God’s purpose for the city. Some leaders fail to tie daily activities to a greater purpose. But serving leaders create a compelling vision that provides meaning for every aspect of the work.  Nehemiah might have said it this way: “You’re not just putting stones on top of each other, you are removing disgrace and restoring this city to its destiny!”

Serving Leaders Run to Great Purpose by articulating the need.

When Nehemiah addressed the people, his first words articulated the need of the moment, “You see the trouble we are in…”  There was a need for a wall, but the people had become so accustomed to walking past piles of rubble that they didn’t notice the need until Nehemiah pointed it out. Every organization exists to meet a need in the world. Some leaders fail to make the connection between the everyday activities of people and the need. But serving leaders articulate the need and connect it to the great purpose.

Serving Leaders Run to Great Purpose by appealing to emotion.

In his appeal Nehemiah says, Come, let us rebuild the wall of Jerusalem, and we will no longer be in disgrace.  As he mentions disgrace Nehemiah is appealing to their hearts and emotion. He recognized that until peoples’ emotions were engaged, they would not devote themselves to the hard work of building the wall. This is not an emotional plea, but an appeal to the emotions. Some leaders deliberately avoid emotions and assume that work is all about the task. But serving leaders recognize that emotions are a key factor in motivation. They find ways to touch the hearts of the people they serve and connect their emotion to the great purpose.  

For further reflection and discussion:

• What is the great purpose of my organization? Is it clearly stated and understood by everyone? Does the work of every person in the organization help us accomplish that great purpose? How do I communicate with every person how their actions help us accomplish the great purpose?
• What need does my organization meet? What difference would it make if we were not in existence? Have I deliberately articulated that to everyone in the organization?
• Do I see emotions as important for the work we do as an organization or have I viewed emotions with suspicion? What difference does this make in my leadership? How can I deliberately link an individuals work with their emotions?
• Read the entire story of Nehemiah and reflect on other ways that he demonstrated this action, Run to Great Purpose. What do you observe from his life and in what way can you follow his example?        

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at how Nehemiah used values in his leadership.

Finally, as a free gift to you, click here to download one tool to help you put this action into practice in your organization. For more information about The Five Actions of Serving Leadership read the book, The Serving Leader, or visit www.CenterforServingLeadership.com.

Every leader has a vision for the future but many visions fail because the leader shares them at the wrong time. Some share it too early before it is ready while others wait too long and the opportunity passes by. The best leaders, like Nehemiah, have a sense of timing that allows them to know when it’s time to share the vision. Nehemiah had a vision to rebuild the wall in Jerusalem and already had the king’s permission. He traveled several months to get there and I’m sure he was eager to begin right away. But he waited before sharing the vision until the time was right. I went to Jerusalem, and after staying there three days I set out during the night with a few men. I had not told anyone what my God had put in my heart to do for Jerusalem. By night I went out, examining the walls of Jerusalem, which had been broken down, and its gates, which had been destroyed by fire. There was not enough room for my mount to get through; so I went up the valley by night, examining the wall. The officials did not know where I had gone or what I was doing, because as yet I had said nothing to the Jews or the priests or nobles or officials or any others who would be doing the work. Then I said to them, “You see the trouble we are in: Jerusalem lies in ruins, and its gates have been burned with fire. Come, let us rebuild the wall of Jerusalem, and we will no longer be in disgrace.” I also told them about the gracious hand of my God upon me and what the king had said to me. They replied, “Let us start rebuilding.” (Nehemiah 2:11-18, portions).

It’s time to share vision when you perceive the need.

Until this time, Nehemiah’s vision was based only on verbal reports from Jerusalem. He needed a first-hand look at the wall to understand the need. He did this at night, not wanting a crowd before it was time to share the vision. He saw the rubble and the place where his horse could not get through. Servant leaders want to see the need clearly before they share the vision. They wait to share until they understand the challenge.

It’s time to share vision when you have passion for the need.

As Nehemiah looked at the situation, his passion for building the wall increased. Finally, it was burning in his heart and became his problem. He said, “You see the need we are in.” Servant leaders talk about problems “we have,” not problems “you have!” It’s time to share the vision when the problem belongs to you and you have passion for meeting the need. Servant leaders don’t share the vision until their heart is filled with passion.

It’s time to share vision when you have a plan to meet the need.

Before Nehemiah left the king, he had a general plan of action. But now as Nehemiah was guiding his horse through the rubble, the plan for building the wall was taking shape in his mind. How many people were needed? Where were the challenging locations? What obstacles would arise? He knew it was not time to share the vision before he had a clear plan. Servant leaders don’t share the vision until they are ready to call people to action.

It’s time to share vision when you have the people to meet the need.

Nehemiah looked carefully at the people. He took a very small group with him for the ride at night. But he also saw others and he knew they “would be doing the work.” But they did not yet know him and it was not time to share the vision before they trusted his heart. He knew relationships would make the vision become reality. When he shared his story and called for action, they were ready to follow. Servant leaders recognize that before they can ask people for a hand, they must reveal their heart. Then it’s time to share the vision.

Nehemiah took time to share his vision but did it well and the wall was built!

For further reflection and discussion:

• What was a significant vision I have shared in the past? Did I choose the timing to share the vision well? What was the result and what can I learn from that experience?
• What is the result if I share vision before I fully understand the problem? What can I do to make sure I am seeing the issue clearly?
• When is a time I shared a vision (or observed someone else) that did not work? Was the failure related in any way to incorrect timing in sharing the vision? If so, what would have improved the timing?
• What happens if I share vision before I am passionate about the problem?
• What is the result if the vision is shared before the plan of action is ready?
• How can I involve others in helping to shape the vision and still keep the timing right?
• Is there a vision emerging in my leadership right now? How can I apply the principles from Nehemiah to help find the right time to share this vision?

Why would a servant leader throw someone’s household possessions on the street? Ask Nehemiah! “I was greatly displeased and threw all Tobiah's household goods out of the room” (Nehemiah 13:8). This is not a picture of a weak passive leader. Nor is it an example of an angry dictator. Nehemiah is another picture of the tension great servant leaders balance between boldness and humility. In what ways does Nehemiah demonstrate both?

Boldness requires a servant leader to confront corporate wrong.

Nehemiah’s action against Tobiah was a bold confrontation of wrong. Tobiah had taken advantage of his relationship with the priest for selfish gain. This is not the only time Nehemiah boldly confronted wrong. When the people were taking advantage of the poor, he became angry, called a meeting and demanded a change (Nehemiah 5:1-13). When they were guilty of working on the Sabbath, he closed the doors and stationed guards to change the practice, even threatening to “lay hands on” those who violated his instruction (Nehemiah 13:15-22). When the people intermarried with foreigners Nehemiah rebuked them, beat and pulled out their beards! (Nehemiah 13: 23-27). (I do not recommend that you try all of his tactics, but we can all follow his example of boldly confronting corporate wrong!)

Servant leaders have courage to confront the sin of those they lead. Their leadership is based on clear moral principles, not on popular opinion. Like Nehemiah, they confront wrong with a motive to correct and to change, not to destroy or take personal revenge. At home, in the office, on the job, or in the church, servant leaders see themselves as representatives of God’s kingdom and speak out boldly when they see violations of His will. This is not a personal battle, or retaliation against those who resist them. Servant leaders confront wrong only in response to clear disobedience of God’s will. But then they confront the wrong with boldness.

Humility enables a servant leader to confess personal wrong.

The boldness of Nehemiah to confront corporate wrong flowed from his earlier confession of personal wrong. His story begins with a prayer of humble confession in which he confesses both his own sin and the sins of his people (Nehemiah 1:5-11). Later, when he called the people to repent and turn back to God, he was the first to sign the document of confession and renewal (Nehemiah 10:1).

Some leaders boldly confront the sins of others, but are unwilling to deal with their own. Jesus compared these leaders to one who focuses on a speck of sawdust in other people’s eyes, while missing the plank in their own (Matthew 7:3-5). Servant leaders quickly acknowledge their own weakness and their continued need for God’s grace. They do not wait for their sin to be exposed and then quickly issue a public apology. Instead, they allow God to search their hearts and humbly acknowledge the sin exposed there. Seeing our own sin and acknowledging our own need for God’s grace allows us to extend the same grace and freedom to others. We are able to confront boldly yet with a deep humility instead of pride.

This humility forms the foundation from which a servant leader can boldly confront the sin of others. Only when personal sin is confessed does a servant leader have the moral authority to confront sin in others. When personal sin is first acknowledged, confrontation of corporate sin is done in a spirit of humility rather than pride.

Confrontation of corporate wrong without humility leads to chaos and rebellion. Humble confession of personal sins without confrontation of corporate sins does not lead to change. But when servant leaders combine humble confession of personal sin with bold confrontation of corporate sin, genuine transformation of individuals and the community is made possible. Let’s lead with bold humility like Nehemiah!

Until next time, yours on the journey,

Jon Byler

For further reflection and discussion:

• Read the entire story of Nehemiah’s leadership looking for other examples of his boldness, and humility. In what ways does his life instruct the way you lead?
• Which comes most naturally to you as a leader, boldly confronting wrong or humbly confessing wrong? What happens when this one is not balanced by the other?
• Have you experienced a situation in which a leader boldly confronted wrong but lacked personal humility? What was the result and what can you learn from this leader?
• On the other hand, have you experienced the situation in which a leader had great humility but lacked the boldness to confront wrong in others? What was the result and what can you learn from this experience?
• Are there current sins in your own life which need confession before you look at others?
• In the group you lead are there corporate sins which need bold confrontation?

In the next issue, we will look at the life of Peter as a profile of bold humility.

Copyright, Jon Byler 2014.

The wall was finished. Some leaders would quickly move to the next vision. But for Nehemiah it was time to celebrate. At the dedication of the wall of Jerusalem, the Levites were sought out from where they lived and were brought to Jerusalem to celebrate joyfully the dedication with songs of thanksgiving and with the music of cymbals, harps and lyres….I had the leaders of Judah go up on top of the wall. I also assigned two large choirs to give thanks. One was to proceed on top of the wall to the right, toward the Dung Gate. (Nehemiah 12:27, 31) Nehemiah’s celebration was a loud, fun occasion that involved leaders, workers, families, singing, music, and food (yes, they surely ate after the sacrifices were done!). His celebration included two choirs singing on the wall and marching towards each other to meet at a central point for a joint service. Take a moment to read the whole account in Nehemiah 12:27- 43, it will brighten your day! Nehemiah’s celebration is a great example to all servant leaders of both why we celebrate and how to do it well. First, why celebrate?

Celebrations recall.

As we celebrate we remember what was accomplished. We celebrate that the rubble of stones has become a wall we can stand on. We remember the oppositions we overcame along the way and the ways God provided when we despaired of finishing.

Celebrations refresh.

After the weary toil of building a wall, nothing is more refreshing than a hearty celebration. Fatigue gives way to energy. High fives are shared all around!

Celebrations refocus.

Well planned celebrations always bring fresh focus to the lives of people. Even if they had almost forgotten the reason for the days of work in the hot sun, the celebration reminds them of the vision and the goodness of God.

Celebrations reenergize.

One celebration begs for another one. Celebrations cause people to say “What’s the next challenge?” “Where is God calling us now?” People are ready for more, not less! With all that celebrations accomplish it’s no surprise that God loves celebrations and commanded His people to take plenty of days every year to celebrate.

Servant leaders don’t see celebration as a waste of time. Neither do they see celebration as a time to congratulate themselves for a job well done. Instead they recognize that people need to celebrate and God loves celebrations. So they don’t rush from one vision to the next; they pause and make intentional plans to celebrate. From Nehemiah, they learn how to celebrate God’s goodness. .

Celebrations involve everyone.

When it comes to celebrations it’s time to recognize any contribution to the vision however small. Include everyone, even the last person who got on board with the vision! Get the young and the old, those who gave and those who prayed, the masons and the trumpet blowers. Be involved yourself. Nehemiah marched along behind, what a picture of a servant leader!

Celebrations are fun.

What a fun day this must have been, filled with singing and music, food and festivities. Don’t shame God with boring speeches and dry presentations, have fun! If you are not a natural at this get your spouse or someone else to plan the day! Make it a day that people will remember for a long time.

Celebrations focus on the vision.

The genius of Nehemiah’s celebration was the location, the top of the wall! He focused the celebration clearly on the vision. Whenever possible, have your celebration on the site of the victory. If that is not possible, find a way to visually focus the celebration on the vision.

Now, we’ve finished looking at Nehemiah’s great example of leadership and vision…let’s celebrate!

For further reflection and discussion:

• When is the last time you celebrated with your team? Is it time for a celebration? If not now, when will it be time…put it on your calendar today!
• Who on your team would be great to plan your celebration? Who should be included? Make a list of everyone who contributed in any way to the vision, it will certainly be longer than you first think. Don’t forget the families who supported the workers!
• Where will you be at the celebration, at the forefront or smiling from behind? How can you resist the temptation to make this celebration focused on you as the leader?

The people clapped and celebrated, a wall was in place! The dream had become a reality, and a wall had been built. But Nehemiah’s vision did more than build a wall; like all servant leaders he built the people who worked to accomplish the vision. At the end of the project the people of Jerusalem had a very different belief system than before he arrived. What can we learn about the transformation that happens in people as servant leaders carry out God’s vision?

Visions allow people to believe in themselves.

When Nehemiah arrived in Jerusalem a poll of citizens would surely have revealed that they had little confidence that they could rebuild the wall. They were convinced that it was a task too large for them to complete. But now, they can see the wall! Imagine them giving high fives and saying together, “We did it!” People are built as leaders believe in them and say to them by word and action “You can do this.”

Servant leaders encourage people to believe that as they act on God’s purposes, they can do much more than they ever dreamed before. Servant leaders stretch people’s imaginations, not in self-exaltation but by recognizing God’s potential in each one. They believe in people because God believes in them and has empowered them to accomplish great things. When one vision is successfully accomplished people can believe God for more and are ready for a greater challenge.

Visions encourage people to believe in their leaders.

When leaders like Nehemiah guide the process of achieving a great vision, people’s faith in godly leadership is enlarged. Servant leaders allow this, not for their own ego, but to build a foundation of trust for future leaders. Ezra’s faithful leadership laid a good foundation for trust in Nehemiah’s leadership. As Nehemiah led well, trust was increased.

Servant leaders view their leadership as a sacred trust knowing that as they lead well, God can do even more in the future through their own leadership and through their successors. Conversely, if they misuse the trust of others, the next leader will have an even more difficult task. They encourage and earn trust, humbly recognizing that God plans for leaders and followers to work as a team to accomplish His vision.

Visions inspire people to believe in their God.

The wall was a physical testimony of God’s power and victory and the people were inspired with an increased faith in God. After all, the vision is from Him, for Him and accomplished through Him. When the vision was accomplished the people recognized in a deeper way the love and concern God had for them and their world. They recognized that He was actively involved in helping them accomplish the goal. This faith prepared them to take further steps of obedience recorded in the rest of the book of Nehemiah.

Servant leaders recognize that vision is ultimately not about themselves, not about leadership, and not about a wall. Rather, they recognize that vision is about moving a step closer to the world as God intends for it to be. They acknowledge that it is more than their own leadership skill that brings the vision to completion. Their leadership is only a tool to bring people closer to God and to believe in His plan for their lives. All servant leaders say with Isaiah, “All that we have accomplished you have done for us.” (Isaiah 26:12) They celebrate the achievement of one vision because it prepares people to believe God for the next one.

For further reflection and discussion:

• Am I more concerned about my vision or the people that I am working with to carry out the vision? Do I see them as gifted and called by God for great things, or simply as objects to achieve my vision?
• How does what happened under previous leaders impact people’s willingness to trust my leadership? Is my leadership inspiring people to a greater trust in leaders?
• How quickly do I point people to God as the object of praise when the vision is accomplished? Do I seek to take credit for what was accomplished?

So the wall was completed on the twenty-fifth of Elul, in fifty-two days. (Nehemiah 6:15) In less than two months’ time the wall was complete. The recording of this time is significant not only in the fact that it happened quickly but in the reality that it took time before the dream that Nehemiah had in the palace became a physical reality. As we come near the end of Nehemiah’s story, let’s reflect on ways his vision took time to develop and learn how servant leaders use time to accomplish their visions.

Visions take time to conceive.

When we began the story of Nehemiah we noted that he received a message from men who had visited Jerusalem and came back with their report. Nehemiah was deeply moved by the needs in the city of his forefathers and took time to think, reflect and most of all to pray about the situation. Slowly, the needs of his people became a personal call to involvement and his heart was stirred with a vision to build the wall. Nehemiah took time to receive the vision.

Many visions are never fulfilled because the leader does not allow enough time for the vision to form fully. Servant leaders acknowledge that God is the giver of visions and that it takes time for them to fully comprehend what He wants to do through their lives.

Visions take time to construct.

After Nehemiah received the vision to build the wall, he took time to think and to develop a plan before he approached the king. Then he shared the vision with the king and asked permission to travel to Jerusalem. The journey took a couple of months and then Nehemiah took more time on the ground to refine his plan before he was ready to communicate the vision.

Some visions are aborted because the leader rushes through the planning process and has only a half-formed idea of the direction before rushing into action. Servant leaders take time to carefully and prayerfully construct a plan.

Visions take time to communicate.

Nehemiah waited for the right time to communicate his vision to the people of Jerusalem. He didn’t want to prematurely talk about the dream before his plan was complete and before he sensed that the people were ready to embrace the vision. Then he took enough time to tell them what was in his heart and what God had already done to confirm the vision. As the work continued, he took more time to share the vision, refocus the workers in the face of opposition and encourage those who grew weary.

Some visions never materialize because the leader expects everyone to get on board after a three minute presentation! Servant leaders slow down and communicate again and again.

Visions take time to complete.

Obviously, the physical work on the wall was a big job and took time to complete. To the astonishment of supporters and enemies, it was completed in record time. Time spent in planning and communication pays off in reduced time for execution. As visions go, Nehemiah’s was a relatively short term vision. But as the wall was completed he realized that more building was needed for the people to fully experience all of God’s plans for their spiritual and social life. The initial vision expanded to include a more holistic plan which took much longer than two months to complete.

Leaders often underestimate the time needed to complete the work on the vision. What is crystal clear in their minds appears to be a quick job to complete. Servant leaders recognize that even with God’s blessing and direction working with people to accomplish God’s vision is the work of a lifetime.

Servant leaders view time as a precious gift of God, given to accomplish His vision. They do not frantically rush to conquer self-imposed deadlines, nor do they ignore the passing of time. Like Nehemiah, they carefully use time to accomplish their vision. Don’t rush your vision. Give it time.

For further reflection and discussion:

• How does my culture view time and in what ways it is consistent/inconsistent with God’s view of time? (Ask yourself if your culture most values tasks or relationships, whether you think in terms of deadlines or assume that there will always be a tomorrow.) What adjustments do you need to make to lead like Jesus?
• Have I allowed time for the vision to develop in my heart? To plan completely and communicate to others? Do I have a realistic view of how long it will actually take to achieve the vision? If not, what changes is God inviting me to make?
• Have I become discouraged with how long it is taking to accomplish the vision? What have I learned from Nehemiah that can encourage me to continue?