Indicatives and imperatives of the gospel

preachingUnderstanding the indicatives and the imperatives will help anyone identify what is effective and empowering preaching and teaching of the gospel. This is something many believers and preachers miss. Their criteria of good preaching hinges too much on peripheral issues of structure and style. What is crucial is the content. It distinguishes us from the professional motivational speakers, religious gurus and politicians.

Nowadays there are a great deal of “How to…” messages which give instructional, moralistic, practical, Readers Digest type advice albeit with a Christian makeover. While I admit there is a place for this, the diet of God’s people has to be balanced with apostle Paul ’s order of indicatives(what God has done for us) before imperatives(what we therefore ought to do in response).

Most churches in Singapore preach the imperatives and the result is that Christians may mistakenly or subconsciously think that Christianity is another set of do’s and don’ts like Buddhism, or Islam: a moralistic religion with pragmatic, adaptable and logical rules and advice for living.

One of the more insightful succinct books I have read on preaching is “A Primer for Preachers” by Ian Pitt-Watson, a Professor of Preaching at Fuller Theological Seminary. I particularly like his emphasis that preaching the Good News is founded on, and driven by the ‘indicatives’ (who God is and what He has done). Here is an extract:

What is preaching? It is procalmation, not just moralizing. It is Good News, not just good advice; it is gospel, not just law. Supremely, it is about God and what he has done, not just about us and about what we ought to do. Logically and theologically(though by no means always chronologically) preaching is about God before it is about us; it is about what God has done before it is about what we ought to do. Our self-understanding must flow from our understanding of God. When we speak of what we ought to do(as of course we must, our moral imperatives must issue from our knowledge of what God has done. Otherwise our imperatives are no more than pious moralizings that refuse to face the facts of life: “When I want to do the right, only the wrong is within my reach”(Rom 7:21). Or else, if the moral exhortations are seriously intended and seriously attempted, the consequence is simply to compound in our hearers their burden of guilt when, inevitably, they make the same desolating discovery that Paul made: “The good which I want to do, I fail to do; but what I do is the wrong which is against my will”(Rom 7:19). Only through what God is and has done can I be what I ought to be and do what I ought to do. What I cannot do for myself, “what the law could never do, because [my] lower nature robbed it of all potency, God has done.” At heart, preaching is about what “God has done: by sending his own Son in a form like that of our own sinful nature”(Rom 8:3). That is the gospel.

The practical consequences of these theological conclusions are of immense importance to the preacher. Now that the “what?” question has been faced, the “how do you dos” of preaching can be answered with more confidence. If preaching is to be proclamation and not mere moralizing, then the ethics of our preaching must be rooted in the theology of our preaching. We cannot make sense of who we are and what we ought to do until first we know who God is and what he has done in Jesus Christ. The Christian ethic, severed from its theological roots, is no more than a new law, more demanding and therefore more burdensome than the old. That is why it is always so clear in the letters of Paul that the ethic flows out of the theology. We can be what we ought to be and do what we ought to do only because of what God is and has done. The theology empowers the ethic; it does not just accompany it with an encouraging, heavenly-father pat on the back. For every imperative of the Christian ethic there is an empowering indicative of Christian theology. In the Sermon on the Mount the imperatives are indeed there and inescapable in their demand. But they are more than imperatives; they are descriptions of life in the kingdom of God, indicatives of that kingdom. Perhaps that is why the Sermon begins, not in the imperative mood speaking of how things ought to be, but in the indicative mood speaking of how things are. “How blest are those who know their need of God; the kingdom of heaven is theirs”(Matt, 5:3). This is how things are in the kingdom that in Christ is already in our midst. People are happy(makarios) with the special kind of happiness that comes from God alone. The most surprising people are happy in the most surprising circumstances. They are not told to be happy or trying to be happy. They just are happy. The blessed indicative of the Beatitudes precedes and empowers the demanding imperatives of the kingdom that are to follow.

“Don’t preach!” means “Don’t just tell me what to do; help me to do it.” That is precisely what authentic biblical preaching is all about. It is about action enabled by insight, imperatives empowered by indicatives, ethics rooted in theology, “what we ought to do” made possible by what God has done. (p21,22)

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Preaching: ecstasy and agony

Preaching is both ecstasy and agony. It can happen over just two Sundays.

Ecstasy

One moment, I felt I was on Mount Everest. The anointing heightened all my faculties to another level. I knew I was connecting in an unusual, powerful way with the congregation. The thoughts were coherent and the words flowed with liberty and penetrating power. The people were attentive and attuned. God was at work. I bow my head and thanked God in prayer for the privilege of being used by God.

preachingAgony

However, other times, I was not in the zone. I fumbled for thoughts. I mumbled disjointed sentences. I struggled to connect with the listeners. They became distant. The more I tried to get into the zone, the more I ended in the pit. It does not turn out the way it should. I wished I could leave the pulpit after the second point, even though there were four points. Getting off the stage would be a mercy. I would settle into the chair stumped. “Lord, just where did it go wrong? Was my preparation inadequate in some way?” I reflected, evaluated, prayed. Often this absorption continued on Monday, my day off, and I would be absent mentally though present physically with my wife.

Just Grateful

Thankfully such extremes of emotion were not prevalent. Most times I communicated the message clearly and I was not on a super high or low after preaching. Just a glow of satisfaction that the work is done, the Word delivered. For this I am grateful, to be able to preach God’s Word. I feel pleasure whenever I do it well.

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Leadership- then and now

O Lord you are there to help!Leadership was once about hard skills such as planning, finance, and business analysis. When command and control ruled the world, organization leaders were heroic rationalists who moved people around like pawns and fought like stags. When they spoke, the staff jumped.

Today, organizational leadership is increasingly concerned with soft skills—teamwork, communication, and motivation. Sadly for many top-level leaders, the soft skills remain the hardest to understand, let alone master.

Leadership in a modern organization is highly complex and increasingly difficult. Among the most crucial skills is the ability to capture your listener’s attention. Leaders of the future will also have to be emotionally efficient. They will promote variation rather than promoting people in their own likeness. They will encourage experimentation and enable people to learn from failure. They will build and develop people.

This may be too much to expect of one person. In the future, we will see more leadership groups rather than individual leaders. This change in emphasis from individuals towards groups has been charted by the leadership guru, Warren Bennis. In his work Organizing Genius, he concentrates on famous ground-breaking groups rather than individual leaders. “None of us is as smart as all of us,” says Professor Bennis. “The Lone Ranger is dead. Instead of the individual problem-solver, we have a new model for creative achievement. People like Steve Jobs or Walt Disney headed groups and found their own greatness in them.”

Professor Bennis provides a blueprint for the new model leader. “He or she is a pragmatic dreamer, a person with an original but attainable vision. Inevitably, the leader has to invent a style that suits the group. The standard models, especially command and control, simply don’t work. The heads of groups have to act decisively, but never arbitrarily. They have to make decisions without limiting the perceived autonomy of the other participants. Devising an atmosphere in which others can put a dent in the universe is the leader’s creative act.”

The role of the new model leader is ridden with contradictions. Paradox and uncertainty are increasingly at the heart of leading. Many leaders don’t like ambiguity, so they try to shape the environment to resolve the ambiguity. This may not be the best thing to do—the most effective leaders are flexible, responsive to new situations. If they are adept at hard skills, they surround themselves with people who are proficient with soft skills. They strike a balance.

The “leader as coach” is yet another phrase more often seen in business books than in the real world. Acting as a coach to a colleague is not something that comes easily to many senior-level leaders. It is increasingly common for executives to benefit from a mentoring relationship. They need to talk through decisions and to think through the impact of their behavior on others in the organization.

Today’s leaders regard leadership as drawing people and disparate parts of the organization together in ways that makes individuals and the organization more effective.

Adapted from Jonathan Farrington, What Leadership Was and What It Will Become 11 March 07

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Who’s your favourite worship leader, dad?

Lord thanks for those who lead us in worship“Who’s your favourite worship leader?” my daughter asked.

We were listening to some worship songs in the car.

I could not answer her immediately. My mind did a quick search.

Don Moen?  Bob Fitts? Michael W. Smith?

Chris Tomlin? Graham Kendrick? or Terry MacAlmon?…

Then my mind went back to church. To the guys that lead us in worship, Sunday after Sunday, dedicated to their And for musicians too I thank youcalling, passionate in honing their craft, waiting on the Lord. They are the ones who together with the music and AV teams  facilitate the church’s worship of God. Each of the worship leader had been used by God to usher us into His felt presence. Some had been used more superlatively than others. For me it had to be pastor Simon Tan.

So I told my daughter, “Simon Tan.”

She smiled.

Maybe she expected me to say Darlene Z, or Clark Kent,  or something like that.

Yes I like them both, but it is when the church gathers on Sunday led by one from our midst that I experience worship in Spirit and truth, so my favourite is a local homegrown.

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Chuck Swindoll wary of ‘corporatization’ of church

I have been pastoring since 1980 and there is a trend that I have observed: an increasing “corporatization” of the churches in Singapore. This is partly down to the fact that many lay leaders come from the corporate background and are successful in the MNCs or big local companies. When they are appointed leaders in the church they naturally think that what works to make the company a success must surely make the church a success too.

Some of the so called “best practices” of companies actually have spiritual parallel in biblical values. Forming high performance teamwork is a case in point. The church is the body of Christ and the members perform different functions according to the grace given by Christ. They work together, complementing and respecting one another, for “high performance” and growth of the community. Leadership in church should work well with a good gift mix and deep respect and mutual submission in the team.

However, there are some practices that do more harm than good when introduced from the corporation to the church. I shall not elaborate on these. For now, just read what Chuck Swindoll, respected evangelical pastor, best selling author, seminary president and mentor of pastors has to say on this:

I have discovered three principles and three imperatives I believe all churches should examine and apply. The first principle is this: clear, biblical thinking must override secular planning and a corporate mentality. And the imperative? Think spiritually! However well-organized our churches become, we must give priority to biblical rather than to secular thinking. In the first-century church, there were no secular organizational structures or church politics. There was no guru of authority or “chairman” of anything. There were no power grabs from control freaks. There were no personal maneuverings, infightings, financial squabbles, or turf protection. Instead, it was a place where a spiritual emphasis took precedence over the world’s way of doing things.

What does this look like when applied today? For starters, our teaching needs to be biblically based and spiritually inclined. Our Sunday school classes, adult fellowships, and small-group instruction gatherings need to center on the teaching of the Bible and spiritual lessons. Our songs and our hymns should have spiritual content. Our counseling ministry needs to be derived from the Spirit’s revelation in the Scriptures. Our relationships with one another need to have spiritual priorities—intimate fellowship where people can trust one another. The church ought to be the one place where spiritual thinking overrides everything else—all those battles we fight within the marketplace. Why? Because Jesus Christ is the Head of the church. The church is a spiritual entity.

To read more go to his blog post HERE.

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