Nehemiah Leadership Quotes

The first grand federalist design...was that of the Bible, most particularly the Hebrew Scriptures or Old Testament... Biblical thought is federal (from the Latin foedus, covenant) from first to last--from God's covenant with Noah establishing the biblical equivalent of what philosophers were later to term Natural Law to the Jews' reaffirmation of the Sinai covenant under the leadership of Ezra and Nehemiah, thereby adopting the Torah as the constitution of their second commonwealth. The covenant motif is central to the biblical world view, the basis of all relationships, the mechanism for defining and allocating authority, and the foundation of the biblical political teaching.

The function of leadership – the number-one responsibility of a leader – is to catalyze a clear and shared vision for the organization and to secure commitment to and vigorous pursuit of that vision.  This is a universal requirement of leadership.”[11] Jim Collins

The most important element of leadership effectiveness is authentically living the Vision of the company.  The values and ambitions of a company are not instilled entirely by what leaders say; they’re instilled primarily by what leaders do.  In a healthy company, there are no inconsistencies between what is said and what is believed deep down – the values come from within the leaders and imprint themselves on the organization through day-to-day activity.

The work of God requires stamina. Nehemiah sustained his stamina even through staggering difficulties. He persisted through both ridicule and discouragement, and he remained faithful when tempted to compromise. This tenacity is required of leaders who will make a difference. Will you crumble under the pressures, or will you face the trials with God’s strength? Many today question the possibility of revival. These naysayers see only the decaying moral condition of society and the disappointing lukewarm condition of churches. Revival, however, is not dependent on or the result of a flourishing spiritual condition. Some of the greatest revivals in Scripture came during the darkest times. Let us not look at the rubbish, but at Christ, the Rock, who can rebuild our country through revival. Let us be leaders God can use to bring revival. Nehemiah was not a man to sit idly by when there was tremendous need. Neither was he a man to attempt meeting such need in his own strength. God used Nehemiah to bring revival because Nehemiah began with supplication for God’s forgiveness and power. The task of rebuilding the walls could never have been completed by one man alone; it needed a leader who understood the power of synergy. Nehemiah’s willingness to be personally involved in the work, as well as his ability to convey the need to others, resulted in a task force that completed this enormous building project in a mere fifty-two days—to the glory of God. Like any godly leader, Nehemiah did not go unchallenged. Yet, he sustained his stamina in the face of every opposition. Nehemiah’s life proves that revival is possible, even when it appears the most unlikely. God sends revival through leaders willing to make a difference.

three mortal leadership sins (i.e. not walking the talk, leading from power and not authority and assuming agreement) that can derail even the most adept and agile of leaders. 

When God puts His hand on a plain, ordinary person whom He has destined for leadership, that person is given mountain-matching abilities, whether he be a Roosevelt, a Lincoln, a Nehemiah-or a person like you or me.

Solomon’s temple lasted about 380 years, occasionally falling into disrepair. Destroyed by Babylon’s King Nebuchadnezzar, it was partially rebuilt under the leadership of Ezra and Nehemiah and then reconstructed by King Herod in Jesus’ day. Jesus walked in the temple on “Solomon’s Porch.” The early church met on the temple grounds, Peter preached there, and Ananias and Sapphira probably died there (see Acts 5). Currently the temple site is occupied by a Muslim mosque.

C. Barber’s Nehemiah and the Dynamics of Effective Leadership

Without cultural change, we are hopeless to change existing results.5 Of all changes, cultural change is the most difficult. It is essentially changing the collective DNA of an entire group of people. To understand how to change culture, it is helpful to know how change works in general. Changing Church Culture Change is extremely difficult. One of the most vivid and striking examples of this painful reality is the inability of heart patients to change even when confronted with grim reality. Roughly six hundred thousand people have a heart bypass each year in the United States. These patients are told they must change. They must change their eating habits, must exercise, and quit smoking and drinking. If they do not, they will die. The case for change is so compelling that they are literally told, “Change or die.”6 Yet despite the clear instructions and painful reality, 90 percent of the patients do not change. Within two years of hearing such brutal facts, they remain the same. Change is that challenging for people. For the vast majority of patients, death is chosen over change. Yet leadership is often about change, about moving a group of people to a new future. Perhaps the most recognized leadership book on leading an organization to change is John Kotter’s Leading Change. And when ministry leaders speak or write about leadership, they often look to the wisdom found in the book of Nehemiah, as it chronicles Nehemiah’s leadership in rebuilding the wall around Jerusalem. Nehemiah led wide-scale change. Nehemiah never read Kotter’s book, and he led well without it. The Lord well equipped Nehemiah for the task of leading God’s people. But it is fascinating to see how Nehemiah’s actions mirror much of what Kotter has observed in leaders who successfully lead change. With a leadership development culture in mind, here are the eight steps for leading change, according to Kotter, and how one can see them in Nehemiah’s leadership. 1. Establish a sense of urgency. Leaders must create dissatisfaction with an ineffective status quo. They must help others develop a sense of angst over the brokenness around them. Nehemiah heard a negative report from Jerusalem, and it crushed him to the point of weeping, fasting, and prayer (Neh. 1:3–4). Sadly, the horrible situation in Jerusalem had become the status quo. The disgrace did not bother the people in the same way that it frustrated Nehemiah. After he arrived in Jerusalem, he walked around and observed the destruction. Before he launched the vision of rebuilding the wall, Nehemiah pointed out to the people that they were in trouble and ruins. He started with urgency, not vision. Without urgency, plans for change do not work. If you assess your culture and find deviant behaviors that reveal some inaccurate theological beliefs, you must create urgency by pointing these out. If you assess your culture and find a lack of leadership development, a sense of urgency must be created. Leadership development is an urgent matter because the mission the Lord has given us is so great.

2. Form a guiding coalition. Effectively leading change requires a community of people, a group aligned on mission and values and committed to the future of the organization. Nehemiah enlisted the wisdom and help of others. He invited others to participate in leading the effort to rebuild the wall. As you diagnose the culture in your church, do not lead alone. Change will not happen with one lone voice. It is foolish for leaders to attempt to lead alone, and insanity for leaders to attempt to lead change alone. 3. Develop a vision and strategy. Vision attracts people and drives action. Without owning and articulating a compelling vision for the future, leaders are not leading. The vision Nehemiah articulated to the people was simple and compelling: “Let us rebuild the wall of Jerusalem, and we will no longer be in disgrace.” Nehemiah wisely rooted the action of building the wall with visionary language: “We are the people of God and should not be in disgrace.” The vision to build leaders is more challenging than building a wall, but the motivation is the same: “We are the people of God. We must spread His fame to all spheres of life and to the ends of the earth.” 4. Communicate the vision. Possessing a vision for change is not sufficient; the vision must be communicated effectively. Without great communication, a vision is a mere dream. Nehemiah communicated the vision personally through behavior and to others through his words. Besides his communication, Nehemiah embodied the vision. His commitment to it was clear to all. He traveled many miles and risked much to be in Jerusalem instigating change. He continued to press on toward the completion of the vision despite ridicule (Neh. 6:3). Vision is stifled when the leader preaches something different than he lives. If a church is going to effectively communicate the vision to develop and deploy leaders, this vision must own the leaders. It must compel you to personally pour your life into others.

5. Empower others to act. Leaders seek to empower others and deploy them for action. They seek to remove obstacles that hamper action that is in line with the vision. The rebuilding of the wall was a monumental task that took many people; therefore, it required broadening the base of those committed to the vision. Nehemiah involved many people in the project. He placed people in areas about which they were passionate. For example, several worked on the wall in front of their homes (3:23), likely most burdened for that particular area of the wall. Ministry leaders must empower others to develop leaders. Leadership development must not be only the responsibility of the senior pastor or senior leadership team. Others must be invited to embrace the opportunity to invest their lives in creating and commissioning leaders. 6. Generate short-term wins. Change theorist William Bridges stated, “Quick successes reassure the believers, convince the doubters, and confound the critics.”7 Leaders are wise to secure early wins to leverage momentum. Nehemiah and those rebuilding the wall faced immediate and constant ridicule and opposition; therefore, it was necessary for Nehemiah to utilize short-term wins to maintain momentum. After the initial wave of criticism, Nehemiah noted that the wall was halfway complete (4:6). The reality of the progress created enough energy to overcome the onslaught of negativity. Ministry leaders can create short-term wins by beginning with a few people, by inviting others to be developed. As leaders are discipled, people in the church will take notice. People will begin to see that the church does more than produce programs and events.

7. Consolidate improvements and produce more change. Effective change gives leaders freedom and credibility for more change. The reconstruction of the wall was one aspect of the change that Nehemiah implemented. The overriding problem was the disgrace and destruction of the people. After their return from exile, the people did not initially reinstate the worship of God and observance of the Law. Furthermore, there were numerous social injustices that were tolerated and led by the officials and nobles. The completion of the wall was, in itself, a huge short-term win. It only took fifty-two days to complete, but its impact was enormous, as surrounding nations knew it was “accomplished by our God” (6:15–16). The success of the reconstruction allowed Nehemiah to lead bolder changes under the banner of eliminating the disgrace and destruction of the people. 8. Anchor new approaches in the culture. Leaders do not create a new culture in order to make changes; instead, they make changes to create a new culture. Nehemiah inherited a culture of mediocrity, indifference, and oppression. The walls were in ruin, which made the people susceptible to attack at any time. The people were out of fellowship with God. They had lost their sense of identity as God’s chosen people. Nehemiah diagnosed the culture of the people by observing their behavior. He confronted them on the incongruence between how they were living and who they said they were. “We are the people of God!” Every change led to the realization by the people that they were God’s possession, that God was their protector and strength. Every aspect of the change movement was integrated into the unified whole of being the people of God. As the deviant expressions of the church are diagnosed and the inaccurate actual beliefs confronted, right beliefs must be rooted in the culture. Initiating the right behaviors in a church can help change the culture, but the culture will not be crystallized unless the right behaviors are rooted in the right actual beliefs. For example, ministry leaders can initiate mission opportunities for people in the church. These right behaviors can impact the church to think externally, to love the city, to care for those outside the walls of the church. But if leaders are not simultaneously rooting the right behavior in the why behind the mission activity, the actual belief that the people of God are to join God on mission, then the right behaviors will be very fragile and short-lived. Don’t settle for artifact modification; go for cultural transformation. But to get there, the right actions must be connected to the right beliefs.

Culture, in John Kotter’s model, is not changed until the end of the change process. It is that challenging and that time consuming. As difficult as changing behavior is, changing church culture is even more difficult. We only need to return to Nehemiah to learn this painful reality. While he was able to lead the transforming of a wall, though he tried, he was unable to lead the transformation of the culture. A wall was constructed, but the culture was never transformed. After the wall was rebuilt and Ezra read the Law for the first time since the captivity in Babylon, the people responded to God in worship. In Nehemiah 9, they confessed their sins to the Lord. They admitted that their hearts turned from God, in part, because they forgot His great and gracious works for them on their behalf (v. 17). After their confession, they committed in a signed vow to be faithful to the Lord in a few very specific areas: they wouldn’t intermarry with others to preserve their Hebrew faith (10:30), they wouldn’t profane the Sabbath with merchandise (10:31), and they would give to the work of the temple (10:33). But the people were unable to live up to their commitments. When Nehemiah returned to Persia, as he promised, the people miserably violated each of their specific vows (Neh. 13). They were no longer valuing the work of the temple. The Levites, those who served in the temple, had to find another vocation because their needs weren’t met through the giving of God’s people. Work was occurring on the Sabbath again, and the people were intermarrying again, causing God’s people to not know the language of Judah. The people failed in every one of their vows. They couldn’t keep even one. There wasn’t one glimmer of hope, not one indication that they could be faithful to the Lord. Nehemiah begs God to remember him, and then the book ends. Just like that. The book ends with a painful picture of our inability to follow through on our bold commitments to the Lord. We’re left with the humbling realization that we can’t keep our vows. We’re utterly incapable, in our own merit, of delivering on our commitments. The abrupt and bitter ending is intentional. The written Word is shepherding us to our need for the living Word—for Jesus. What the people in the book of Nehemiah needed, and what we find in Christ, is a new covenant written on our hearts (Jer. 31:33). The ending of the book of Nehemiah is both humbling and hopeful for leaders in God’s Church. It is humbling because we understand how challenging it is to cultivate culture. It is hopeful because of Jesus. Because of God’s grace, because He replaces hearts of stone with hearts of flesh, we can have great hope for our church cultures. Who better to understand transformation than the people of God who have been transformed? Can anyone better than Christ-followers understand what it means to be changed? We are transformed people.