Read Nehemiah 2:11–18 on BibleReach

Situation

Customers keep complaining about long queues at a bank branch in Lagos. The manager receives approval for another service desk. Before assigning staff to it, she observes the banking hall, reviews transaction delays and asks employees where work gets stuck.

She needs to establish whether customers are waiting for an available desk, a working system or someone to approve their requests. Each difficulty calls for a different response.

An additional desk may help, but approval alone does not establish that it will address the problem.

This hypothetical workplace illustration shows a practical decision.

Before you ask people to act, understand what they will face.

Scripture

Nehemiah 2:11–18 · King James Version (KJV)

11. So I came to Jerusalem, and was there three days.

12. And I arose in the night, I and some few men with me; neither told I any man what my God had put in my heart to do at Jerusalem: neither was there any beast with me, save the beast that I rode upon.

13. And I went out by night by the gate of the valley, even before the dragon well, and to the dung port, and viewed the walls of Jerusalem, which were broken down, and the gates thereof were consumed with fire.

14. Then I went on to the gate of the fountain, and to the king's pool: but there was no place for the beast that was under me to pass.

15. Then went I up in the night by the brook, and viewed the wall, and turned back, and entered by the gate of the valley, and so returned.

16. And the rulers knew not whither I went, or what I did; neither had I as yet told it to the Jews, nor to the priests, nor to the nobles, nor to the rulers, nor to the rest that did the work.

17. Then said I unto them, Ye see the distress that we are in, how Jerusalem lieth waste, and the gates thereof are burned with fire: come, and let us build up the wall of Jerusalem, that we be no more a reproach.

18. Then I told them of the hand of my God which was good upon me; as also the king's words that he had spoken unto me. And they said, Let us rise up and build. So they strengthened their hands for this good work.

Biblical Principle

Take responsibility for understanding a problem before inviting others to help solve it.

Nehemiah had heard about Jerusalem’s distress, mourned and prayed. He had also secured the king’s permission to rebuild, letters for his journey and access to timber (Nehemiah 1:2–11; 2:1–9).

His purpose was already clear. Yet, after arriving in Jerusalem, he personally examined the damaged walls before calling the people to rebuild.

He encountered the conditions on the ground.

Nehemiah viewed broken walls and burned gates. At one point, there was no room for his animal to pass. He continued his inspection and returned through the valley gate (vv.13–15).

That obstructed route is a concrete detail: the condition of the place affected how he could move through it.

In the bank illustration, the corresponding question is where work stops moving. A manager needs to understand the obstacle before assigning people to overcome it. Observing the process, checking records and listening to staff are practical ways to do that.

Nehemiah went with a few men. His example does not require leaders to investigate everything alone. Taking responsibility includes recognising when other people’s knowledge is needed.

He turned his preparation into an informed invitation.

Jerusalem’s leaders had not yet been told what Nehemiah intended to do (v.16). After the inspection, he named their distress, proposed rebuilding and explained the help he had received from God and the king.

His words brought him into the undertaking: “the distress that we are in” and “let us build.” He included himself in both the difficulty and the response.

The people answered, “Let us rise up and build” (vv.17–18). Their commitment followed his explanation of the problem, the proposed work and the support available.

For the branch manager, a useful invitation would explain what the evidence shows, how the proposed change could help and what staff would need to make it work. Employees should also have room to identify obstacles she has missed.

Christian leadership requires humility and truthfulness.

This account concerns the rebuilding of Jerusalem after exile. For Christians applying its example today, Philippians 2:3–8 supplies an essential foundation: consider others’ interests and follow Christ’s humility, expressed in his obedience to death on the cross.

That calls leaders to listen, serve and consider the burdens their decisions place on others.

Ephesians 4:25 also requires truthfulness. Nehemiah’s temporary discretion cannot justify misleading people or withholding information they need to act responsibly.

Practical Steps

1. Examine the difficulty directly. Observe where it occurs, check relevant records and listen to those dealing with it. Seek specialist help where necessary.

2. Match the proposed action to the actual obstacle. In the branch illustration, establish what another desk would improve and what delays would remain. Be clear about what you know and what still needs checking.

3. Invite participation with relevant information. Explain the problem, the proposed action, available support and important uncertainties. Ask those involved what could prevent the plan from working.

4. Share responsibility and check the result. Agree on who will do what and when progress will be reviewed. In the branch, compare waiting times and unresolved transactions, then ask customers and employees whether the change has helped.

These steps are modern applications. Adapt them to the situation, and act promptly where people need immediate protection.

The Strategy to Remember

Before you ask people to act, understand what they will face.

Choose one problem you are preparing to address. Identify what you need to examine, whom you need to hear and what others need to know before you seek their commitment.

Nehemiah inspected, explained and invited others to build with him. His example encourages responsible preparation and shared action. It does not require every leader to wait three days, inspect at night or keep plans secret.