Thank God for the Old Testament

Icon HabakkukHabakkuk opens with a question, “O LORD, how long shall I cry out for help and you will not hear?” But I imagine many people were asking another question as we started a three part preaching series in the book: “Why Habakkuk?” This was certainly the opinion of one older man in my church, proving that grey hairs are not synonymous with wisdom or maturity. But if you look at your Bible side on and split it at the page between the Old and New Testaments you will notice that the Old accounts for more than three quarters of God’s Word. Either God is a prodigious abuser of words and trees or he wants us to read all of Scripture.

Sadly, today many churches and those in them consider the Old Testament to be outdated, irrelevant, and too confusing to be of any real worth for living and following after our Lord Jesus Christ. This has lead to the call for the 21st century church to unhitch from the Old Testament. Others are less bold, expressing their low view of the Old Testament more subtly as a preference for the New Testament. This was clearly illustrated to me recently when someone thanked me for choosing to study James in our home groups after a trudging term in Amos. Unfortunately these attitudes are out of whack with Christ himself, who said in Luke 24 that the law, prophets, and writings (the Old Testament) testify to him. Very briefly, by looking at two New Testament passages and making two linked points, I hope to convince you of the God-given value possessed by the Old Testament, from Amos to Zechariah.

1. The Old Testament testifies to Jesus Christ

The apostle Peter writes in his first epistle, “Concerning this salvation, the prophets, who spoke of the grace that was to come to you, searched intently and with the greatest care, trying to find out the time and circumstances to which the Spirit of Christ in them was pointing when he predicted the sufferings of the Messiah and the glories that would follow” (1 Peter 1:10-11). The Old Testament speaks of Christ, both in anticipation and even by explaining aspects of his life, death, and resurrection. When we read the Old Testament one of the questions we should be asking is: ‘How is this fulfilled in Christ?’ or ‘How does this point to him?’ Peter goes on,  “It was revealed to them that they were not serving themselves but you, when they spoke of the things that have now been told you by those who have preached the gospel” (1 Peter 1:12). Therefore, in God’s wisdom the Old Testament given to the nation of Israel is also for his church today, which brings us to our second point.

2. The Old Testament was written for Christians

Listen to 2 Peter 1:19, “We also have the prophetic message as something completely reliable, and you will do well to pay attention to it, as to a light shining in a dark place, until the day dawns and the morning star rises in your hearts.” Here Peter calls the prophetic message of the Old Testament as something we should pay attention to. At best, most Christians are happy to consider the Old Testament reliable, because what was promised about the future has reached a partial culmination in Christ. But that is to wrongly limit three quarters of the Bible to foretelling Christ, stripping it of any importance or relevance today, for the Christian church. This is a huge mistake, tantamount to confusing Nahum (an Old Testament minor prophet) with Nostradamus. We must not lose sight of the prophets as a light shining in the present to which we must look, which is how Peter describes them. It is for this reason that Paul wrote in 2 Timothy 3:16-17 that the Old Testament is profitable or useful in teaching and equipping us how to live.

In conclusion, the entire Old Testament is inspired by the Holy Spirit (2 Peter 1:20-21). That explains the anticipation and promise of Christ but also impresses on us that it is for God’s people today. So let’s read it in order to have our faith in Christ enriched and learn how to live for Christ while we wait for his return.

How’s It Going? Part 6: Build your own

Idea generation pageThis is the last in a series of posts on church metrics. We’re going to close off this series with some how-to tips.

We’ve seen that a metric is any quantifiable measure, any piece of data, which is linked to a goal. The closer a set of measures identifies how we are doing in relation to the goal, the more effective it is as a metric. For example, if you play cricket and want to be a great batsman, you would measure your strike rate and batting average.

It’s a bit tricky to nail down what this would look like in any given situation, because life is incredibly colourful. That said, below is a set of questions to ask yourself. These will hopefully take you some of the way toward developing your own set of metrics that help you get to where you believe God wants you to be.

How would our ideal situation look and feel? Paint a vivid picture of where you want to be, in your mind or on paper.

What are some key ideals? From your vision of the future, list some key concrete aspects which can be measured (e.g. amounts, quality, characteristics, purchases, etc). Measure those.

How does our current situation look and feel? Like the above, consider the current status quo. Pay special attention to the differences between the future and the present.

What are the key differences to overcome to get to our future state? Your answer to this question may help you identify further important concrete aspects of the future which you can measure.

What impacts my list of concrete measures? Identify, with your team, as much of the funnel of inputs and outputs which have a bearing on your metrics above as possible. From that funnel, select the aspects which have the most significant impact, and track those.

How could people potentially manipulate these measures? If you can see a way to ‘game the system’, include measures to help avoid that.

What actions can I take to move towards that future state? Identify the actions you can take to influence the key changes that need to take place. Put these in your diary and stick them on your wall. Bear in mind that these may change, so use your metrics as your conversation partner, and constantly adjust.

And that’s that. Our series on metrics has come to an end. My hope is that it will contribute in some way toward us being more faithful in our service to the Lord who has commissioned us.

How’s It Going? Part 5: Pitfalls

Man stepping in gum on the street If you are gung-ho and ready to go, I want to help you avoid some landmines. Below are two common pitfalls. Avoiding them will save you much frustration.

Unintended side-effects

One of the major problems with setting anything up are the unintended side-effects that sneak up on us. That is just as true when considering how and what you measure. Why? Because people can’t help but play to the numbers. So, make sure your numbers have balances in place, and explain the rationale of each metric to those engaging with it.

For example, if we decide that maturity is best developed through one-on-one discipleship meetings, we may set the goal of getting all our people into meetings like this. We assign this to our ministry staff team, and decide that the way we will measure their performance in this area is by asking, “How many one-on-one discipleship meetings have you had in the last month?” One possible side-effect of this is that the team will drastically lower the quality of their meetings so they can churn out more meetings. And according to your scorecard, they’re doing great.

Measuring the wrong point of the process

Another problem is measuring at the wrong point. It is possible to assess an outcome when you are really wanting to figure out the impact of your actions on factors which influence the outcome. So, make sure you identify which stage of a multi-stage process you are wanting to measure.

For example, let’s say giving is currently down in your local church and your leaders have decided that, if the situation hasn’t changed by a given date, specified actions will have to be taken. They’ve appointed someone to attempt to get things back on track by then. When that person jumps in, they take a shotgun approach to seeing the needle lift on the total income graph – perhaps even throwing in a few unethical approaches for good measure. Now, if they are successful (or unsuccessful), how do you critique what they did and if they created the kind of change you wanted? Because of what we failed to measure – whatever impacts the end result [1] – we have to assume they did everything right (or wrong).

What other pitfalls have you noticed?

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[1] Perhaps the percentage of members who are giving and the percentage of new members who have received teaching about finances. Knowing the answers to those questions will give you far more insightful and actionable information than if you limited your attention to the bottom line.

How’s It Going? Part 4: A common objection

Confused dolls wondering who is winning and who is losingI want to address a common objection at this point.

One of the most thrown around lines in management blogs is “What gets measured gets managed”. This is held alongside “Measure what matters”. The idea is that we work to impact the numbers we are held accountable for, and so good leaders ensure people’s attention is focused on the right numbers. Some circles within the church respond to this by saying that the things that matter for us can’t be measured, because they’re invisible, bringing everything I’ve said to naught. How can you assign a number to an increase in love, or servant heartedness, for example?

Don’t miss the wood for the trees

The first thing to say in response to this is that, just because some things can’t be measured, doesn’t mean there isn’t a lot within the church that can have a number assigned to it. Many of these aspects are important, and can be measured with basic metrics.

Know your role and focus on that

The second thing to say is that it is sometimes better to measure the inputs we are responsible for, rather than the results God is responsible for. Since love is something God is responsible for producing in Christians, something we have no direct influence on, we are better off measuring whether we are providing an adequate context for growth in that area. That would be the difference between saying, “We want our members to be loving” and “We want our members to have worked through teaching about love, to be part of a smaller fellowship group, to have a close friend in the church, etc”. This approach sometimes turns that which doesn’t seem measurable around.

Be realistic and creative

Lastly, there are times that what we are aiming at is our responsibility, but it is still subjective. For example, we could say we want our members to serve according to their gifts. Then we take the following approach: we ask a sample set of people to score a statement on a spectrum; something like, “My ministry involvement matches my gifts”, or “I see many people at our church whose ministry involvement doesn’t match their gifts”. That will give us an aggregate rating across a spectrum. Asking that same question, in the same way, over a longer period provides a temperature gauge. As soon as the temperature changes (when it deflects from the historical norm), we are moving closer to or further from our goal.

So, how can you put a number to the intangibles? Well, a few ways. Can you think of anything in church life my suggestions above wouldn’t cover?

How’s it going? Part 3: Why are external measures important?

Frustrated man in front of whiteboardThose of you who have made it this far may be having two responses: firstly, this sounds like a lot of work and, secondly, I’m not sure it’s worth the effort.

The reality is that most ministers serve in churches where they have intimate knowledge of almost everything that goes on in the church, from fire hydrant services to pastoral situations. Most information goes through them, and they are the clearing house for most decisions. Because of this, when they make decisions they are able to intuitively weigh more factors than even the most advanced system of analysis. I imagine it is from them that this hesitancy will come.

So, why introduce a system that slows you down? I want to suggest three reasons.

Firstly, you’re already doing it. Whether you like it or not, metrics pervade your world. When you decided where to work, what career to pursue, or even who to marry, you used metrics to make the decision. When you choose to buy an ice cream on the beach, or join a gym after your ice cream binge, you used metrics. When you evaluate your latest sermon, or consider how well your mid-week group is doing, metrics inform and shape that evaluation. God has made us as rational creatures, and metrics are just the pieces of info we pull on as we go about rationalising towards an end. So, I’m not asking you to do something you aren’t in some way already doing.

Secondly, I’m not saying you need to develop an advanced and cumbersome feedback system of endless spreadsheets and piles of paperwork. I’m suggesting you get clear on where you are heading and how you will know if your plans to get there are succeeding or failing. Now, that can happen in your mind. However, from those I’ve listened to and read, putting it in writing forces you to be clear and decisive in a way that we usually aren’t in our heads. Scheduling time to frequently review what we’ve written down, and evaluate how things are going, has the added benefit of providing a ballast when the waves of busyness come our way. Temporarily slowing down in this way can prevent the additional effort required when we wake up one day and realise we’ve drifted off course. It can also increase our effectiveness by helping us more clearly see the things that we need to say “no” to.

Finally, the New Testament envisages team leadership in the form of a plurality of elders. These elders are the guardians of God’s flock, and God will hold the group responsible for where the flock wanders. It is wise to listen closely to the senior minister (or rector, pastor, bishop), based on their insights into the situation on the ground, but it is unwise for the rest of this group to abdicate their role in being a guardian of God’s people by deferring completely to them. This is especially true of the church’s future. The senior minister will be wise to keep in step with the rest of the team by having a clearly articulated and agreed upon picture of where the church is heading – and a scoreboard, so it is clear how things are going.

I hope these three reasons go some way to convincing you that clear vision and regular review will assist you in being a more effective and faithful minister for our Lord Jesus.

How’s It Going? Part 2: We need a scoreboard

Dart in the bullseyeI’m of the opinion that improving in how we evaluate our ministries can help us be better stewards of the resources God has given us, helping us better meet His intended ends. To do that, we need to set up a scoreboard and figure out the score.

Please don’t misunderstand me. I don’t believe we have the freedom to adjust God’s mission, or what maturity and faithfulness mean. These are fixed by the apostolic witness. But we do need to know how we’re doing in relation to His standards. And we do need to do the hard work of figuring out how we will go about meeting, and preparing others to meet, those standards. We also need to figure out whether our various methods and tactics are bringing us closer to, or leading us further away from, God’s goals for His church. To pull that off, we need to constantly be evaluating. Unless we want to calcify, there must be some form of feedback loop that keeps us reforming how we do things on the ground.

What I’m suggesting is that we can do better than evaluating ministry by sitting around a table with our ministry heads, asking each in turn, “How’s your ministry going?” and then being content with them either pointing to the attendance stats, or giving a subjective rating.

What that requires of us is to

  • clarify what our ideal situation is,
  • figure out what structure best supports that situation,
  • determine the best indicators of whether we are moving towards or away from that desired future state, and
  • choose milestones at which you need to take any actions.

We can then assess where we stand in relation to these indicators, which can be done at a macro level (looking at the whole church) or the micro level (zooming in on one aspect of church life), and adjust our tactics based on that feedback.

Establishing our ideal situation and structures is no small task. They will be informed by the Bible, our context, our moment in time, our tradition, and the collective desires of those whom God has gathered in your local church. Getting clear here is incredibly important, but for another day. We’re going to focus in on indicators.

The indicators (or metrics) are feedback devices that act as co-pilots, guiding us towards our destination. So, the more vivid that destination is, and the more appropriate the indicators, the better placed our group of local church leaders/guardians is to be setting the agenda and faithfully shepherding.

My bet is most of us have some form of what we’d love to see already buried in our heads. And the reality is that, if you do, that is what you are drawing on in your responses to whatever feedback you get. My question to you is this: how confident are you that those you serve alongside share the same mental picture of the future?