Difference between revisions of "Sermon for November 25th, 2012"
| Line 5: | Line 5: | ||
==David's Sacrifice: Counting the Cost== | ==David's Sacrifice: Counting the Cost== | ||
| − | Is this not a beautiful church? A wonderful and fitting house for the Lord himself? You have no idea how much I wanted to build this church for the glory of God, and in gratitude for all he has done for me in my life. | + | Is this not a beautiful church? A wonderful and fitting house for the Lord himself? You have no idea how much I wanted to build this church for the glory of God, and in gratitude for all he has done for me in my life. In the end, it was not appointed to me to build it. God left that task for another. But isn't it beautiful? |
God did not let me build this church, but he did let me have one small part in it. Before long before the walls of this building were raised, this was an empty plot of land. It was here that I made a costly sacrifice to God. It was here that after a lifetime of taking, I learned to give. | God did not let me build this church, but he did let me have one small part in it. Before long before the walls of this building were raised, this was an empty plot of land. It was here that I made a costly sacrifice to God. It was here that after a lifetime of taking, I learned to give. | ||
| − | My name is | + | My name is David. David Kingsley. If it sounds familiar, that's because I was the President and CEO of the Judah Group for eight years, then after the big merger with the North Israel Company, I was President and CEO of United Israel Incorporated--the largest conglomerate in the Middle East--for 32 years. But I wasn't always the high-paid executive in the corner office, you know. I began my rise to fame and fortune down in the stockroom, shepherding packages from one place to another. |
Back in those days, our biggest rival was Goliath Industries. Goliath was a giant company with ruthless tactics. Not a single person in our firm wanted to take Goliath on in head to head competition...so I volunteered for the job. I was laughed at: "Hey stockboy, what are you going to do, throw boxes at them?" But none of the middle-management seemed to have a better plan, so eventually I got the job. And in a few months time, I had brought Goliath Industries to their knees. | Back in those days, our biggest rival was Goliath Industries. Goliath was a giant company with ruthless tactics. Not a single person in our firm wanted to take Goliath on in head to head competition...so I volunteered for the job. I was laughed at: "Hey stockboy, what are you going to do, throw boxes at them?" But none of the middle-management seemed to have a better plan, so eventually I got the job. And in a few months time, I had brought Goliath Industries to their knees. | ||
| Line 16: | Line 16: | ||
Fast forward a few years, and I was on the fast track to the highest levels of management. Whenever the CEO had a tough assignment that needed to be done right, I was the one he called. And again, people noticed. They said things like, "You know, the President has been off his game lately...maybe it's time for some new blood...Maybe David should be CEO...he already does all the work." | Fast forward a few years, and I was on the fast track to the highest levels of management. Whenever the CEO had a tough assignment that needed to be done right, I was the one he called. And again, people noticed. They said things like, "You know, the President has been off his game lately...maybe it's time for some new blood...Maybe David should be CEO...he already does all the work." | ||
| + | |||
| + | To make a long story short, when the opportunity to step into the role of President and CEO did finally come around...I took it. Some people said I was too young, too immature. Perhaps they were right, but when you're taking what's in front of you...you don't stop to count the cost. Eight years later my firm, the Judah Group, had the chance to acquire a much larger company, the North Israel Company, and together become the largest company that part of the world had ever seen. It was an opportunity. So I took it. I'm sure the acquisition was costly--for some more than others. They always are. But not for me personally. I was the youngest CEO of the largest company, and my ship had finally come in. | ||
| + | |||
| + | Don't get me wrong! I was thankful to God for all those opportunities I was taking. I made plans to donate a significant sum of money to the Jerusalem Presbyterian Church so they could build a monumental building and not have to meet in an elementary school any more. It wouldn't even cost me a thing--I could do it all as a tax write-off. But then one night, God spoke to me. He said | ||
Revision as of 15:52, 24 November 2012
2 Samuel 24:18-25
18 That day Gad came to David and said to him, ‘Go up and erect an altar to the Lord on the threshing-floor of Araunah the Jebusite.’ 19Following Gad’s instructions, David went up, as the Lord had commanded. 20When Araunah looked down, he saw the king and his servants coming towards him; and Araunah went out and prostrated himself before the king with his face to the ground. 21Araunah said, ‘Why has my lord the king come to his servant?’ David said, ‘To buy the threshing-floor from you in order to build an altar to the Lord, so that the plague may be averted from the people.’ 22Then Araunah said to David, ‘Let my lord the king take and offer up what seems good to him; here are the oxen for the burnt-offering, and the threshing-sledges and the yokes of the oxen for the wood. 23All this, O king, Araunah gives to the king.’ And Araunah said to the king, ‘May the Lord your God respond favourably to you.’
24 But the king said to Araunah, ‘No, but I will buy them from you for a price; I will not offer burnt-offerings to the Lord my God that cost me nothing.’ So David bought the threshing-floor and the oxen for fifty shekels of silver. 25David built there an altar to the Lord, and offered burnt-offerings and offerings of well-being. So the Lord answered his supplication for the land, and the plague was averted from Israel.
David's Sacrifice: Counting the Cost
Is this not a beautiful church? A wonderful and fitting house for the Lord himself? You have no idea how much I wanted to build this church for the glory of God, and in gratitude for all he has done for me in my life. In the end, it was not appointed to me to build it. God left that task for another. But isn't it beautiful?
God did not let me build this church, but he did let me have one small part in it. Before long before the walls of this building were raised, this was an empty plot of land. It was here that I made a costly sacrifice to God. It was here that after a lifetime of taking, I learned to give.
My name is David. David Kingsley. If it sounds familiar, that's because I was the President and CEO of the Judah Group for eight years, then after the big merger with the North Israel Company, I was President and CEO of United Israel Incorporated--the largest conglomerate in the Middle East--for 32 years. But I wasn't always the high-paid executive in the corner office, you know. I began my rise to fame and fortune down in the stockroom, shepherding packages from one place to another.
Back in those days, our biggest rival was Goliath Industries. Goliath was a giant company with ruthless tactics. Not a single person in our firm wanted to take Goliath on in head to head competition...so I volunteered for the job. I was laughed at: "Hey stockboy, what are you going to do, throw boxes at them?" But none of the middle-management seemed to have a better plan, so eventually I got the job. And in a few months time, I had brought Goliath Industries to their knees.
People began to take notice of me then. There was talk of "young David, the rising star." Challenge after challenge I took on, climbing higher up the corporate ladder each time. My secret? When I saw an opportunity...I took it. And I didn't stop to count the cost. Look, I know that sounds bad, but basically, I was a decent guy. A God-fearing Christian. Back then, I was a member of Jerusalem Presbyterian Church -- a new church plant that was meeting in the local elementary school. I even taught Sunday School. But when it came to business? You see an opportunity, and you take it. And you don't count the cost.
Fast forward a few years, and I was on the fast track to the highest levels of management. Whenever the CEO had a tough assignment that needed to be done right, I was the one he called. And again, people noticed. They said things like, "You know, the President has been off his game lately...maybe it's time for some new blood...Maybe David should be CEO...he already does all the work."
To make a long story short, when the opportunity to step into the role of President and CEO did finally come around...I took it. Some people said I was too young, too immature. Perhaps they were right, but when you're taking what's in front of you...you don't stop to count the cost. Eight years later my firm, the Judah Group, had the chance to acquire a much larger company, the North Israel Company, and together become the largest company that part of the world had ever seen. It was an opportunity. So I took it. I'm sure the acquisition was costly--for some more than others. They always are. But not for me personally. I was the youngest CEO of the largest company, and my ship had finally come in.
Don't get me wrong! I was thankful to God for all those opportunities I was taking. I made plans to donate a significant sum of money to the Jerusalem Presbyterian Church so they could build a monumental building and not have to meet in an elementary school any more. It wouldn't even cost me a thing--I could do it all as a tax write-off. But then one night, God spoke to me. He said
