We Can Do Nothing Without the Lord

John 15:5 “I am the vine; you are the branches. Those who abide in me and I in them bear much fruit, because apart from me you can do nothing.” 

Happy New Year! 

As we count down to 2026, it is almost unimaginable to realize that we are already here. It feels as though my ministerial journey has only just taken its first step. I now begin a new year as I continue toward the completion of my second year of ministry, with renewed hope and responsibility. 

I pray and hope that 2026 will be a year entirely different from the one before. I long to see our church grow not only numerically, but also deepen internally—so that every ministry and department becomes more structured, well organized, and operated more effectively. I believe this is a vision shared by many churches as they enter a new year. 

While many churches hold such dreams, only a few actually reach those goals. I believe there are four important reasons behind that difference. 

First, as we begin this new year, I hope we start each day with a renewed heart and a fresh mindset. Whatever journey we walked through last year, let us put it behind us and not look back. We may have endured difficult seasons and made many mistakes, but we must not allow those moments to haunt us or hold us back. Do not let broken dreams or painful memories define your future. God has new plans for us this year. 

Second, rather than dwelling negatively on our past mistakes, I hope we learn to see God’s teaching within them. What matters most is not the failure itself, but the attitude with which we reflect upon it. Through reflection, God shapes us and prepares us for growth. 

Third, remain steadfast in faith and expect good things in your life. Believe that God always desires to bring what is best into our lives. God never tests us in order to disappoint us, but to strengthen us and draw us closer to Him. 

Lastly—and most importantly—let us remember this truth: 

we can do nothing without Christ. As we pursue our goals and vision for this year, may we not rely solely on our own abilities or efforts, but instead pray wholeheartedly and depend entirely on God. May we empty ourselves so that we may be filled with His power, allowing Him to accomplish freely what He desires to do through us. 

As we return again to this central truth, I pray that the goals we hold for our church this year may be fully realized, that the lives of each member may be strengthened, and that the fragrance of Christ may overflow among us. 

 May the grace and peace of God be abundant blessings upon your homes and upon all that you do.

Vision 2026 

Promise....

 Every new year, I am asked the same question: 

“What is your vision for your church this year?” I imagine most pastors hear this question often. 

My vision for the church this year is the same as it was last year: church growth—specifically, numerical growth. 

I am fully aware that such a vision can sound shallow or even worldly. Still, this was the very question I was asked during my interview with the Pastoral Nominating Committee last year, and I answered it honestly, with confidence. That answer led to my calling to serve as pastor of this church. Therefore, this vision is not merely a response to a question; it is a promise I have made to this congregation. 

What matters most now is not the vision itself, but how we faithfully live it out. 

How can we pursue growth in a way that is not only numerical, but also spiritually and emotionally healthy? 

As I reflected on this question, I revisited New Management (1993) by Henry G. Frankfurt. In this work, Frankfurt argues that organizational growth does not come primarily through structural reform or operational changes, but through the renewal and development of people. 

When the right people are carefully selected, nurtured, and developed, structures naturally evolve and improve. 

This philosophy has been embraced by organizations such as Samsung, Toyota Motor Corporation, and Apple under Steve Jobs. Their growth came through intentional investment in people—identifying talent, nurturing it, and empowering it to flourish. 

Jesus modeled this same principle. To proclaim the gospel, He did not establish an organization or build an institution. Instead, He chose people, trained them, and formed them into disciples. His final command was simple and clear: “Make disciples.” From that obedience, the church was born naturally. 

Vision and People 

To keep my promise and faithfully pursue this vision, I commit to focusing on three priorities. 

First, we need to identify, support, and develop leaders who will faithfully invest in ministry with children, youth, and their families. 

In the past, many families came to church primarily for worship and entrusted their children to age-appropriate programs while they attended services. Sunday school functioned as a support ministry for adult worship. Today, the reality has changed. Many parents now seek out churches by first examining the quality of their children’s and youth ministries. 

What parents are looking for is not necessarily large facilities or large numbers, but who is teaching and caring for their children. The character, faith, and calling of those leaders matter deeply. It is our responsibility to find such leaders and invest in them faithfully. 

Second, we need leaders who are committed, humble, and willing to serve. 

Through such leaders, we hope to care for each member of the congregation not merely as a part of the church as a whole, but as a precious and irreplaceable individual, someone of sacred worth before God. 

If we allow even one person to drift away quietly and unnoticed, we must pause and ask: what meaning does it have to work so hard to bring in new members? 

Faithful ministry is not only about welcoming new people; it is also about noticing those who are slowly slipping away. 

Jesus’ parable of the lost sheep in the Gospel of Luke speaks directly to this truth. At the heart of His action is a powerful reminder that every single person matters. No one is expendable. We are called to labor faithfully for the spiritual well-being of each person entrusted to our care. 

For this reason, we are called to become servants like Jesus—shepherds who lead by serving, who seek the one who is lost, and who value each person deeply. And this is the kind of leadership the church truly needs today. 

Third, we must create an environment in which dedicated leaders can serve effectively by clarifying their responsibilities and establishing healthy leadership boundaries. 

Even when someone is gifted and capable, if they do not understand the purpose of their role or the proper use of their gifts, they may unintentionally waste their strengths. Clear expectations and healthy boundaries allow leaders to flourish rather than burn out or become discouraged. 

There are two kinds of churches. 

(1) One lacks workers and therefore cannot grow. 

(2) The other has workers, but fails to discern, train, and empower them effectively. 

 If we are willing to invest in people, give them opportunities, and support them with care, our church can grow healthily and faithfully this year. 

It is my prayer that this vision will prove to be more than words—that it will reveal the sincerity of my promise and the faithfulness of God among us.

The Very Thing We Should Do 

The person who transformed Samsung into the global corporation it is today was the founder’s son, the late Chairman Lee Kun-hee. One of the defining qualities of his leadership was his insight into choosing business partners and identifying the right people to work with. 

About forty years ago, Lee Kun-hee spent nearly ten years preparing to gain the support of an American entrepreneur. During that time, he consistently sent information about Samsung’s growth and progress in order to build trust and present a positive image of the company. After roughly a decade of preparation, he finally arranged a dinner meeting in the United States with the goal of forming a partnership. He flew to the U.S., met the entrepreneur at a restaurant, and spent the entire evening explaining Samsung’s business structure, vision, and the potential benefits of investment. 

Lee Kun-hee left the meeting believing it had been successful. However, the following day, he received a call from the entrepreneur’s secretary informing him that a partnership with Samsung would not be possible. Deeply disappointed, Lee called again a few days later and asked for an explanation. 

The entrepreneur responded candidly. He explained that during the dinner, he had been observing Lee Kun-hee’s character before making any decision. His hope had been to enjoy a pleasant meal and meaningful conversation together—that, in fact, was the purpose of meeting at a restaurant. Instead, Lee Kun-hee focused exclusively on presenting his business plans, without considering the other person’s interests. As a result, the entrepreneur concluded that he could not work with someone who pursued only his own objectives. Such a person, he believed, might eventually betray others when personal profit was at stake. 

After this experience, Lee Kun-hee adopted a new principle. Whenever he faced an important business decision, he made it a point to share a meal first. During these meals, he evaluated potential partners not solely by their proposals, but by whether they could genuinely enjoy the moment together. His criterion was simple: 

Someone who could share a good meal and converse comfortably about life was someone he could trust. 

This approach later played a significant role in selecting the people who contributed to Samsung’s long-term success. 

This story offers a broader insight into responsibility and focus. A student’s primary task is to study well. A carpenter’s purpose is to make a good chair. A cook’s role is to prepare good food. Likewise, when people sit down to eat, the essence of that moment is not productivity, but the simple act of enjoying the meal itself. 

This raises an important question: are we truly focused on the core responsibility of what we are meant to do? 

This question can also be applied to institutions. For example, the fundamental role of the church is clear. 

It exists to encounter God and to experience His salvation 

Everything the church does should serve this single purpose. Worship, fellowship, and Bible study are not ends in themselves, but practices established to keep the church focused on its essence. 

From this perspective, in 2026, our church seeks to continue moving toward this purpose. Meeting God and experiencing His presence and salvation in our daily lives—this is the reason the church exists, and it is also the reason the pastor exists.