Church Development

Discovering Your Church’s Purpose (Part 2)

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(This is Part 2 of a 2-Part series. Go to this link for Part 1.)

Three Commands that Provides the Framework for Your Church’s Purpose

You may be wondering if this “strategy” is just as applicable to a secular organisation. Yes, it can be. Any organisation (whether religious, business or non-profit) can apply this strategy, except that we need to note a couple of very critical points.

We must never forget that discovering and fulfilling a church’s purpose is about doing God’s will. Hence, the first step must always be prayer; to seek the Lord for His leading. This was something Nehemiah did when he first heard the bad report about Jerusalem. The revelation and understanding about what he was to do came from his time of prayer. It is expected that pastors and church leaders are to do this first, and right through the whole process of determining the specific purpose of the church. (If a leader of a business or a non-profit organisation is a Christian, he or she should do the same. God did not intend that there be a dichotomy between the secular and the religious; everything is spiritual.)

Secondly, the church’s purpose must be etched out from a Biblical framework. The church’s purpose is not about making money; it’s bottom-line is not about profits. Or, even about growing bigger and faster, and having a nicer building than the other churches in town. The framework of a church’s purpose is shaped by the three Biblical commands: 1. The Great Commission, 2. The Great Commandment, and 3. The Great Mandate.

The Great Commission (Mt 28:19-20) is about making disciples. If we fail to do this, even if we might be pursuing some other noble cause and succeed at it, we have failed as the Church of Jesus Christ. The Gospel of the Kingdom is about saving lost people and transforming them into Christlikeness, and then engaging them in the mission of the Kingdom of God. Everything we do must begin and end with the Great Commission as our primary objective. That must shape a church’s purpose.

The second piece of the framework is the Great Commandment. Jesus said, “The most important one [commandment] is this: ‘…Love the Lord your God with all  your heart and with all your soul and with all your mind and with all your strength.’ The second is this: ‘Love your neighbour as yourself.’….” (Mk 12:29-31). The church is called to love God and people. If our purpose does not lead us to love God and people then there must be something amiss with our purpose. It cannot be God’s purpose. If making disciples is the church’s primary objective; love is the church’s primary motive in all that we do.

The third piece of the framework is the Great Mandate (or, Creation Mandate), which the Lord gave to the first man and woman. “God blessed them and said to them, ‘Be fruitful and increase in number; fill the earth and subdue it. Rule over the fish of the sea and birds of the air and over every living creature that moves on the ground.’” (Gen 1:28). The Lord’s mandate to mankind: To take charge of His world; has not been revoked. He made us His stewards, and as stewards we are to care for the world; not just consume its resources. It is also about how we manage (govern) our society, champion in matters of social justice and care for the marginalised. How a church carries out its purpose must not violate the Great Mandate; rather it must ensure that its purpose fulfils it.

A couple of examples of what a church can do includes cleaning up the streets and side-walks, and planting trees around the community. Not only does this fulfil the Great Mandate, the concern and care for the environment is a powerful witness to people around the church about the values of the Kingdom of God.  On a larger scale, we have the efforts of a number of Singaporean churches working in concert to carry out sustainable development in every province in the nation of Timor Leste. This is an incredible testimony to the Church of Jesus Christ which in turn gives it credibility and opportunity to witness to a whole nation.

When a church thinks about its purpose it needs to ask:

  1. Does our purpose fulfil the Great Commission?
  2. Does our purpose express the Great Commandment?
  3. Does our purpose honour the Great Mandate?
  4. How is our purpose guided by these three parts of the Biblical framework?

The church is not to do something simply because the need is there or because it feels like doing it. Neither does it just do anything simply because it has the resources to do it. Why the church is doing whatever it is doing must be guided by the above Biblical framework.

Conclusion

Putting the three components and the three commandments together is one of the best ways to help your church determine a clear Biblical purpose that is specific to it. But don’t do this by simply putting on your thinking cap. Do this with much prayer and dependence on the Holy Spirit to show you the heart of the Father.

For Your Church Leaders’ Group Discussion

  1. What needs do we see in the community where our church is located?*
  2. What are we passionate about?
  3. What abilities and resources do we have?
  4. Where do the needs, our passion and our abilities align?
  5. How might we express in a statement what we believe may be the Lord’s specific purpose for our church?
  6. Does our purpose fulfil the Great Commission?
  7. Does our purpose express the Great Commandment?
  8. Does our purpose honour the Great Mandate?
  9. How is our purpose guided by these three parts of the Biblical framework?
  10. Does the purpose statement we wrote earlier need changing or refining in light of the Biblical framework? How might we express it better?

* This process may be used to determine your church’s purpose beyond your immediate community. But it’s good to begin here.

 

Discovering Your Church’s Purpose (Part 1)

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Most churches would say that their mission is guided by Jesus’ Great Commission, “All authority in heaven and earth has been given to me. Therefore, go and make disciples of all nations, baptising them in the name of the Father and of the Son and of the Holy Spirit, and teaching them to obey everything that I’ve commanded you.” (Mt 28:18-20).  It is impossible, however, for any one local church to make disciples of all the nations of the world. That is simply the general commission to churches everywhere by which each church is to determine its specific calling about the “where?”, the “whom?” and the “how?”; and maybe even the “when?”. 

How a church determines all that is what we want to explore in this discussion.

If a church is not clear about its specific purpose it is likely to end up doing “anything and everything”, and accomplishing “nothing”. It may even try to muster up spiritual gifts and resources it doesn’t have to meet a need that it has no real passion for; while the talents it does have are not fully utilised. Inevitably, this will result in ineffective ministries and less than fruitful missions.

On the other hand, if a church is clear about its purpose it can focus its resources and energy on it. The result is obviously going to be much greater. It has the same effect as using a magnifying glass to train the rays of the sunlight onto a specific spot on a piece of paper. Very quickly the concentrated energy of the sunlight on that one focussed point will cause the paper to catch fire. That’s the power of a clear purpose when a church has it (or, for that matter, any organisation or individual).

Three Components That Help Determine Your Church’s Purpose

How can a church know what its specific purpose is? Three important components come into play: 1. Need, 2. Passion, and 3. Ability.

What needs do you see around your church?  You can be absolutely certain that the Lord is calling your church to meet one or more of those needs. You may contend that the Great Commission points us to make disciples of all the nations of the world. That is correct. However, the fulfilment of the Great Commission worldwide begins with a ministry to the community where the Lord has established your church. That’s the principle of Acts 1:8; our witness begins with our Jerusalem and spreading further afield till it reaches the ends of the earth.

Needs alone, however, cannot define the calling of your church. For the simple reason, there are so many needs out there; even just within the community where your church is located. So, how do we determine what needs the Lord is calling us to meet?

One important guiding factor has to do with our affinity to the need. Which needs tug at your heart? Which needs do you identify with? Which needs are you passionate about? When we feel strongly for something or are convinced that this is something we have to do we will be much more enthusiastic about meeting that need.

Nonetheless, passion alone is insufficient. Passion may drive us but it cannot meet the need. Only a corresponding ability will enable us to meet that need. In the economy of God’s Kingdom, if the Lord is directing you to minister to a certain need He will also give you the ability and resources to meet that need. To quote the renown missionary of the 19th Century, Hudson Taylor, “God’s work done in God’s way will never lack God’s supply.”

Hence the three components: Need, Passion and Ability; when they align together, they give you the Purpose of your church.

Nehemiah is a great example of an individual who knew his purpose in life. After receiving the report about the sorry condition of Jerusalem he went into his prayer closet to seek the Lord. Jerusalem had to be rebuilt (Neh 1:1-4). Not only did he see the need, he also felt compelled to take personal responsibility to lead the charge (Ch 2:5, 17). The subsequent details in the story paint a picture of a man who was driven with intense passion. The condition of the city either glorified or reflected badly on the Name of the Lord. He could not allow Jerusalem to remain in its deplorable condition. Jerusalem had to be restored; beginning with the rebuilding of the walls that provided protection for the city.

Nehemiah was God’s man.  The Lord had already prepared Nehemiah by giving him a certain amount of political clout (Ch 2:1, 7) and immense leadership, administrative and organisational skills (Ch 2:7-8, 11-6, 17-18) to fulfil the calling that He had laid upon his heart.

These three components that were operating in Nehemiah’s life are also present in every church. To determine the purpose of the church the leadership needs to spend time seeking the Lord for His leading while asking themselves the following questions:

  1. What needs do we see in the community where our church is located?
  2. What are we passionate about?
  3. What abilities and resources do we have?
  4. Where do the needs, our passion and our abilities align?

After more than forty years of its establishment an English-speaking middle-class church in Penang started a work among the lower-income dialect-speaking people in the community around their church. This was because they could see that that was what the Lord was telling them to do. They were also willing and able. Today, since 16 years ago, the church has a thriving Hokkien-speaking congregation and a life-changing ministry to the needs of the people in that enclave.

(Click on the link to Part 2)

Dynamic Balance

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There is a tendency for churches to be strong in either the Word or the Spirit. Few churches are strong in both. If the Church in Malaysia is to make an impact in the lives of people (and the nation) I don’t see how this can be an option.

Jesus was clearly both strong in Word & Spirit. When He was tempted in the wilderness He quoted Scripture, “It is written….” In order to quote the right Scripture you got to know the Bible well. To wield the Sword of the Spirit effectively you need to imbibe the Word of God. The Lord obviously did.

While Jesus was teaching in a synagogue in Capernaum the people noted that He taught with authority—not like the religious teachers of the day. Then, when, in the same instance, He cast out a demon from a man His spiritual authority became even more evident (Mk 1:21-28). Clearly, the Lord was both strong in Word and Spirit.

When you study the life and ministry of the apostles and the early church you see the same thing. As a result of their strength in both Word and Spirit the early church grew phenomenally (Acts 2:42-47).

While it is not as bad as it used to be; there is, however, still a tendency for churches to emphasise on one to neglect the other. I know this may be a bit of a caricature, but generally speaking, Evangelical churches emphasise on the Word, the fruit of the Spirit and character formation; while Pentecostal and Charismatic churches emphasise on the Spirit, spiritual gifts and power ministries. It is heartening to see that more churches have begun to understand that it is not “either or” but “both and”. We need to be balanced in both Word and Spirit.

However, that is not yet the complete picture. It is not just about being balanced—it is also about being as strong as we can in both Word and Spirit. On a scale of 1 to 10, a church can be perfectly balanced when it is at level 1 for both the Word and the Spirit. But the awful truth is that it is also neither strong in both. This is not the condition any church should want to be in, or continue to be in—it must want to be balanced and dynamic in both Word and Spirit.

As illustrated in the diagram below, it means a church must keep growing and developing and pushing to the utmost levels of empowerment in both these critical aspects of its spiritual life.What is your church doing to move towards that reality? How is it praying for this? How is it equipping the members to be strong in both? How is it stepping out in faith to be effective in the ministry of the Word and in the things of the Holy Spirit? If the church in Malaysia is to recapture the power and effectiveness of the church of Acts it needs to be conscious of growing simultaneously in both Word and Spirit.

Change or Plateau

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Many churches in Malaysia [1] that had their heyday in the ’80s and ’90s have plateaued or declined over the last decade (probably longer). Each church may have its own unique reasons, but I suspect that there are common causal factors.

They may be due, in part, to a waning in critical areas such as prayer, evangelism and dependence on the Holy Spirit. I think, however, one of the biggest factors is the churches’ failure to change: to connect with the young, the new and the unchurched and to pursue a culture that enables them to adapt, be fresh and progressive. From my observation, only those that have embarked on change have been able to buck the trend.

Generally speaking, the newer churches are doing better—those that were planted in the last 20 years by younger people to reach their own generation and the next. They are more successful because, in part, they appear to be more attractive to them. And the reason for this is because they are more in sync with the younger generation. This is seen in the form of worship they have adopted, the way their sermons are preached, and even how the announcements are presented. These are just the more noticeable things because they happen at the worship service; the primary place of church attendance. As you go deeper, you will realise that its more than just about the lights and sound; it’s about culture. These newer churches have a culture that appeals to the younger generation.

It might help if I drew your attention to a similar situation a few decades ago. At that time many of the traditional and conservative churches were already experiencing a plateau. Some even lost their members to the up-and-coming newer or revived evangelical churches. Why? A large part of the reason was because the former refused to change. Their inflexibility to change their church culture prevented them from moving with the new things that the Lord was doing during that time. On the other hand, the latter, knowingly or unknowingly (as they were moved by the Spirit of God) made changes that brought freshness to the church, they became attractive, and relevant even to those who were outside the church.

It is my observation and opinion that, unfortunately, many of these evangelical churches that had their heyday in the ‘80s and ‘90s are repeating the same mistakes of the traditional and conservative churches of the past. If they don’t change—which primarily means changing their church culture—they will continue to plateau and eventually decline. And that’s sad, when you think of how they were once riding high on the wave of God.

I sincerely believe that all churches ought to prayerfully consider what they need to do, including what they need to change, so that the young, the new and the unchurched of today can relate with them much more readily.

There are a number of related matters that need addressing, and I’ll take them up in my following blog posts.

Let me end by pre-empting a question in your mind. I know that some are going to argue that the Christian faith and good news are about Jesus. It is He whom we are to faithfully lift up; and He will draw people to Himself. I will not contend with that; Jesus is the centre of it all. But the Church is never far from Him. Jesus is the Head; the Church is His Body. When people see Jesus they will also very quickly cast their eyes on the Church. More than that, it is the Church that makes Jesus known to people. And so, how a church presents and represents Jesus will colour people’s perception about Him.

This statement still rings true: The message is the same, but the method must change.

Apply this to the larger context of the whole church. Many of the methods, forms, structures and even church culture need to change if we want to be able to continually connect and reach the young, the new and the unchurched of today and tomorrow.

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[1] I’m limiting my comments to the English-speaking churches as I do not have much interaction with the vernacular churches.

Know Your Philosophy of Ministry

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One of the most important things I ever did was to write out my philosophy of ministry. It was an assignment for a refresher course I took at a Bible school in Penang. By then, I had been in the pastoral ministry for 14 years; doing ministry from out of convictions that were being developed during those early years in the full-time ministry. In fact, some of the convictions had already begun to form while I was studying in a Bible school in Singapore, and even going further back to the time as a new Christian that was influenced by both the Charismatic renewal in New Zealand (where I was converted) and the Navigators (that I had been a part of for a while).

Sometimes I was conscious of my philosophy of ministry. Other times it was operating at my sub-conscious level. Writing it down was immensely helpful because it made me see more fully and clearly my philosophy of ministry.

What is a Philosophy of Ministry? Simply put, it tells us why we do what we do in the way we do it.

All Christians who have been serving for some years (paid and volunteer) do it from out of their philosophy of ministry. Whether they are conscious of it or not, whether they have thought through it or not, it is there. It guides them when they make ministry decisions and it directs them on how they do ministry. Where did it come from? General speaking, it was likely passed on to them by their church and ministry leaders and/or picked up from books they read which influenced them, and eventually internalised along the way of service.

Unfortunately most Christians have not thought about their philosophy of ministry, much less worked through it. At no point did they consider whether it is Biblical or not, and whether it is the best approach to their service or not. This becomes critical for those who are in positions of influence like leaders of a ministry or a church; more so if they are the lead pastors or the key leaders of a Christian organisation.

Why is knowing your philosophy of ministry important? For starters, knowing why is critical for clarity; not only just for yourself but also for those who are working with you. If you are clear, it will help you to be consistent in applying your philosophy of ministry in every situation. In fact, this is one of the most important keys to help you work through difficult situations; because you know why you are doing what you are doing in the way you are doing it. When you are consistent your fellow-workers will value you as a person of integrity and likely, to be happy to follow your lead. On the other hand, if your philosophy of ministry is fuzzy and you are often flip-flopping, they will be very uncertain about how you make ministry decisions and eventually you will lose their trust in you.

This does not mean that a Philosophy of Ministry is written in concrete. It can be modified or even overhauled if you are convinced that another philosophy is better (and “more” Biblical). Mine has not significantly changed since that time when I wrote it down, but it has certainly developed further.

If you are a ministry or church leader, and especially, if you are the lead pastor or a leader in a Christian organisation, you need to write down your philosophy of ministry. You may begin with something broad and general vis-à-vis your approach to ministry. Then, you may single out some specific areas of ministry to work through. If you are a pastor of a church you will want to look at the role of the pastor, leadership structure, finance, church growth and discipleship, to name a few.

Start working on it and enjoy the journey. I know for a fact that the value that you will get from doing this will far outweigh the effort you put into it.

Please Train Me

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Preaching takes place in all churches, as part of the weekly worship service. Additionally, most churches have programmes such as Bible Classes and special seminars to teach their members the Bible, doctrines of the Christian faith and principles of Christian living. However, not as many churches have regular programmes to train their members for Christian service. From what I have observed, “training” is one of the factors that marks out a church that is doing better from a church that is not doing so well.

EmpowermentPreaching, teaching and training have different functions. Preaching is largely to inspire; teaching is to instruct; training is to equip. Preaching is directed at the heart; teaching shapes the mind; training empowers the hands. All three are important. The church cannot stop at preaching and teaching; it cannot afford to neglect to train its members for ministry if it wants to develop the church and advance the Kingdom of God.

In many cases, members are enlisted but not empowered. Someone (anyone) is conscripted simply because there is a need to be met. He is not shown what to do and how to do the job. He is, very likely, not told why he has been asked to serve in a particular ministry, which is important to motivate him. This is unfortunately true for even such basic ministries like teaching in the Sunday School and leading a Cell Group. Training for “simple” jobs like greeting and ushering are usually glossed over. Inevitably, if none or inadequate training is provided, the workers will not be able to do a good job with passion and skill.

Preaching may inspire, but without the complementary training, members may know what they ought to do but they will not be empowered to do it. This often leads to guilt. For example, in the area of personal evangelism, sermons are often filled with exhortations to evangelise the lost; with Bible quotes, statistics and stories of the eternal destiny of unsaved loved ones. However, there is no follow-up to help the average Christian overcome his fear of sharing his faith, nor to empower him with tools for witnessing. He is not paired-up with a more experienced member for on-the-job training. And even before all that, to pray for him to be filled with the Spirit (Acts 1:8).

The pastor who does not equip his members ends up doing everything by himself. Sometimes it is the fault of the church. Tradition expects the pastor to do everything; preaching, counselling, visitation, intercession, printing the bulletin, and the list goes on. Sometimes it is the fault of the pastor himself; he wants to do all the ministry himself. He may focus on his strongest ministry like preaching or prophesying or ministering to people in prayer, but he does not train others to do these ministries.

Ephesians 4:11-12 makes it clear that the primary job of the apostle, prophet, evangelist and pastor-teacher is to equip God’s people for service. Does the evangelist preach the Gospel? Yes. But his primary job is to raise up more evangelists who can in turn reach more people with the Gospel. Does the pastor-teacher provide pastoral care and teaching? Yes. But his primary job is to multiply himself via the people in his church so that more can provide spiritual nurture. When this happens the capacity of the church increases and more can be reached and discipled.

Churches need to correct this bottle-neck syndrome; and training is a critical part of the solution. When the “specially gifted man of God” and the “ordinary people of God” carry out their respective Ephesian 4-prescribed roles the church will grow.

Leadership Succession From Within

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This blog posting is a follow-up to the previous one I wrote, and I am calling it: Leadership Succession from Within. I wrote this article some 10 years ago for Georgetown Baptist Church’s 50th Anniversary magazine (2006). I have made some minor edits to make it more appropriate for the blog. I believe it is worth a read and  careful thought.

Succession Planning

Many churches start well, but when the pioneers or the pastors move on—the church starts to falter. This may last for years, until it is able to engage another capable pastor. The momentum, however, that had been built up during the previous pastor’s tenure is all but lost, and the new pastor has to practically start from ground zero.

To their credit, the leaders of Georgetown Baptist Church did well to keep the church going when the previous pastor left for Petaling Jaya: ably organizing themselves to provide pastoral care for the whole church and then still had the time, energy and vision to plant a new church in another part of the city.

It was not until December 1993, almost four years later, that I became GBC’s next pastor. Imagine how much more the church would have developed if there had not been such a gap—if there had been another pastor who immediately took over. Not just any pastor, but a pastor who had been groomed from within the church. Engaging someone from outside would mean time for the new pastor and the church to get to know and trust each other. Inevitably, I had to start almost from the ground. As a result the church hardly saw any numerical growth in the first four years of my tenure.

Before I left I was determined that this would not happen again; that there would be a pastor groomed up from within GBC and waiting in the wings to take over…. In such a situation there might still be hiccups, but certainly much less. This is because the succeeding pastor already understands the philosophy of ministry and vision of the church, he has worked with the church leadership, the members know him and have “taken to him”. Not that he will simply carry on doing everything that the previous pastor has done. Any good pastor will definitely introduce change, but he will have the advantage of building on the blocks—blocks that he has helped to develop in the first place.

Leaders must never fear raising up other leaders; even if it means that some of them will outshine us! That was what I aimed for. My goal was to pass the church into the hands of better men and women.

Paul was a great apostle—some say, the greatest. But in my mind Barnabas was the greater man. He recruited Paul because he saw Paul’s potential. He mentored Paul and wasn’t afraid that Paul might overtake him. Eventually when Paul did, he wasn’t concerned for his own face. My hope is to be a Barnabas to some Pauls.

Success is not about growing a great church. “Success” is about having a “successor” to take the church even further.

Leadership Succession

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In recent weeks I attended two very significant events. The first was the celebration of the life and ministry of Pr. Dr. Daniel Ho, who at the age of 65 stepped down as the Senior Pastor of Damansara Utama Methodist Church. The second was the celebration of Georgetown Baptist Church’s  60th Anniversary and dedication of their new building with a seating capacity for 1,200 people.

Close-up on the Hand of a Male Athlete Passing a Relay Baton to Another Athlete, With a Dramatic Sky in the Background

Daniel Ho’s readiness to step down as the SP of DUMC, a church he co-founded and led for more than 30 years, and which has grown into a mega church, is a testimony to his humility and leadership philosophy. Too many pastors (including lay leaders/elders) don’t know how to let go. And that is one of the reasons for the stagnation or even decline among some churches.

However, Daniel Ho had worked hard on the development of the leadership for the next and even later generations. He had been grooming his young lieutenants for a long time, and over the last couple of years he had taken deliberate steps to transit the leadership of DUMC to the designated successor, Chris Kam.

It’s the stories of Moses and Joshua, Elijah and Elisha, Paul and Timothy played out in our contemporary church scene.

I cannot claim to have been as intentional as the Biblical examples or Daniel Ho, but I did my bit at GBC. After 13 years as the SP I felt I was no longer the right person to take the church to the next level. GBC needed someone fresh, more able and with greater energy. I believed that Ng Kok Aun was God’s man. In fact it was by my encouragement that he had stepped into the full-time ministry eight years earlier. And during that time as we served together he had proven himself faithful and able.

At the point of transition, Kok Aun may not have been fully ready to assume the role of GBC’s SP (my fault due to lack of foresight), but 10 years later it is evident that he is God’s man for this season. The church has grown; it is healthy, strong and united. And one of the evidences for this is the new church building.

I strongly believe that there is a huge need for intentional leadership succession in the church today. Pastors and church leaders need to identify and intentionally raise up their successors. Secondly, a pastor or church leader must not overstay his time, especially if he is the main leader of the church. When he is no longer the man to lead the church he should be ready to admit it and step out. If a pastor is not prepared to do the latter he will not do the former. This calls for humility and honesty, as a pastor listens for the leading of the Lord during the different seasons of his life and ministry. It may be time to go and for his successor to take over.

We must think long term, we must think into the next and later generations; for without succession there can no long term success into the future generations.

Read next about “Leadership Succession from Within”.

Transfer Growth

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Changing Church

There is possibly a church in your town that is growing exponentially, but not without some negative impact on the other churches around it. They have lost members to this church. Inevitably it has been accused of sheep-stealing, growing through transfers rather than conversions (though this is usually an unfounded perception from people who have not gone to the church themselves), or teaching some kind of sugar-coated watered down Christianity which appeals to the less mature.

What is your attitude towards transfer growth?

When People Leave My Church

I do not believe that being critical of the success of another church is in the best interest of the Kingdom, nor ours. Instead of accusing others it is better to take a hard look at ourselves. If I were the pastor who is losing members to another church, the first thing I would do is to ask, “Why is my church losing people to the other church? There must be something (or many things) that the other church is doing right that makes people—including members from my church—want to go to there. What can I learn from the other church that will help my church do better—so that not more members will leave my church; instead more people will come because they find it to be a great church to be a part of?”

Screaming at another church for “sheep-stealing” is not going to help anyone—the least of all myself. But learning how to do church better would be a great blessing to my church. And if all the churches in my city did likewise and continued to grow in spiritual vibrancy and effectiveness it will certainly lead to the advancement of the Kingdom. For the sake of the Kingdom, this has got to be our attitude.

When People Come to My Church

On the other hand, if I were the pastor of the church that is drawing people from other churches I would be very careful to tell my members not to invite them. For the simple reason: we don’t want to grow through transfers but conversions. We don’t want to just grow the church; we want to grow the Kingdom. And the latter can only happen through conversions.

However, if people from other churches came on their own accord, it would not be right for the pastor to tell them not to come. People have a right to choose which church they want to be a part of, or to change their involvement from one church to another. Furthermore, they may have very good reasons for leaving their church, and it will not do them any good if they are then told they are not welcomed here. The opportunity to bless and help someone in need may be lost—and very possibly we may even lose the person to his problems or to the world.

It’s Better to Have a Positive Attitude

I  believe it is important that we view transfer growth more positively and with greater grace. Let us learn from growing churches, even if some of their growth is due to transfers. On the other hand, let us not be guilty of soliciting members from other churches. But if they choose to come, welcome them and take responsibility to shepherd them for the Kingdom.

Church Culture

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I only came to realise after more more than 25 years in the pastoral ministry (I’m a slow learner) that one of the most important ingredients differentiating poor, good and great churches is church culture. Does a church have the right kind of culture for it to be a good or great church?

I believe that culture is even more important than vision. For example, the church may have a great vision: To win the city for Jesus, or to disciple the marketplace for Christ. But if the church does not have the right culture to support that vision, the vision simply remains a pipe dream.

Church Culture

Culture, in any setting, whether of an ethnic group or an organization, develops over time. The primary factor that shapes a group’s culture is, of course, their set of beliefs. Influential people (usually founders and leaders) and significant events also help shape, or may even change, the group’s culture (by changing the group’s beliefs). The leaders of some organizations are acutely aware of this, and they consciously shape their culture. Most, however, are not—and so, do not. If an organization’s culture is simply allowed to evolve, rather than deliberately shaped, what usually results is bad culture. The same may be said of the church.

For example, punctuality is not really part of Malaysian culture, and this is evident in most Malaysian churches. Many Malaysian Christians are late for church meetings, including the worship service. To cater for this most worship services in Malaysian churches don’t start on time. If a church wants to correct this it will have to consciously and deliberately develop a culture of punctuality.

This is equally true for things like prayer and evangelism. No Christian will deny that these two disciplines are supposed to be hallmarks of the church. We may say we believe in them or even put up slogans to tell people what we believe about them. But if the members don’t attend the church prayer meeting or ministry workers don’t really pray over their ministry, we are merely giving prayer lip service. Similarly with evangelism. Despite what we may say about what we believe vis-à-vis the Great Commission, if the people in the church are not witnessing for the Lord, evangelism is not part of the culture of the church.  When the behaviour of the people don’t validate what is supposed to be their belief it is not an actual value of the church. At best it is an aspirational value and at worst it is simply wishful thinking.

If you are a pastor or a church leader and you have not thought much about your church culture, I want to encourage you to start thinking and praying about it with your fellow-leaders. Whether your church remains where it is or forges ahead more strongly and purposefully depends a great deal on the kind of culture you have in your church.

Begin with your beliefs. For example, what do you believe is the purpose of teaching the Word of God? If you believe that it is for life change (Rom 12:2) you will not teach to simply pass information, but aim for transformation. What do you believe are the roles of the pastor and the church members? If you believe what Ephesians 4:11-13 says, then the pastor must not be expected to do everything from preaching to printing the church bulletin while the members sit snugly in their pews waiting to be served. Instead, the pastor must be set apart to lead and equip the members of the church so that they can be  empowered to do effective ministry. When that happens, it would be a very powerful culture indeed.

If there’s anything that the modern day church needs to get right urgently it is their church culture. The health and effectiveness of your church depends on it.