I served as the National Director of the Lay Pastors Ministry in Korea for about 15 years. Today, I am the president of PACE International Seminary (PIS) in Nagaland, India. However, I do not need to exercise much leadership in the school at this time because our Principal, Mr. Aloto Anche, is leading the school. He is doing a great job. Before we opened the seminary, I was leading the Lay Pastors Ministry in Korea.
1. Vision Casting
Above all, vision casting was one of my highest priorities as a national leader. At every stage, at every level, and in every aspect of the ministry, I tried to communicate the vision repeatedly.
Why is vision so important? Vision motivates people to remain in the ministry for a long time. It helps them move forward, take risks, make sacrifices, and even struggle for the growth and success of the ministry. Most importantly, as people understand the vision more deeply, they develop a stronger sense of ownership and commitment.
I learned that people do not remain committed simply because they are given assignments. They remain committed when they understand why the ministry exists and why their work matters.
2. Leading by Doing
I found myself implementing much of the work personally, especially in the early years. Of course, leadership changed as the ministry developed. The leadership needed at the beginning was different from the leadership needed later, after the ministry had been established for many years.
Nevertheless, I believe I had to work hard myself first. Leaders need to be willing to demonstrate commitment through their own work. When people see their leader working hard and sacrificing for the mission, they are more willing to work hard themselves.
Our primary goal was simple: to help churches through this ministry so that they could grow both inwardly and outwardly—inwardly through spiritual maturity and outwardly through healthy growth in numbers.
In those early days, I was the only full-time staff member, so I had to check and handle almost everything myself. Of course, we had secretaries who handled the office work, and I cannot express with words alone how grateful I am for how much they contributed to this ministry.
3. Networking
Networking with local churches and pastors was another important function of a national leader.
As you might expect, networking is essential for a growing ministry. We used the word “network” frequently because the concept itself was so important to us.
A net is made by weaving many strands together. In the same way, networking means connecting people, churches, and ministries so that they become stronger together. Through regular communication, we could know what was happening in each church, understand what pastors and leaders were thinking and experiencing, and respond to their needs.
The network strengthened both their ministry and our ministry. Therefore, networking was not an optional activity. It was indispensable to the growth and health of the ministry.
4. Regular Newsletter
Producing a regular newsletter was another important responsibility of the national leader.
Melvin strongly advised me about this at the very beginning of our ministry. As I mentioned elsewhere, I personally produced the newsletter in the early years. At first, I thought I was simply communicating information to our people. But later, I discovered something much more important:
The newsletter was actually leading the ministry.
It continually communicated our vision, direction, activities, stories, and encouragement. It helped keep people connected even when they were far apart.
This is why Melvin emphasized communication so strongly. In fact, Communication (#10) is included among the 12 Successful Foundations of Lay Pastors Ministry. The newsletter became one of our most important tools for maintaining the ministry’s identity and connection.
5. Conferences
Thinking about and preparing conferences every year or every two years was also an important function of national leadership.
LPMI USA first developed through consultation, then seminars, and later conferences held every two years. We in Korea followed that model and style from the beginning.
Conferences gave us opportunities to gather people together, share what was happening in different churches, renew our vision, learn from one another, and strengthen our relationships. They were not simply educational events. They helped build the network and common identity of the ministry.
6. Developing Staff and Leaders
Finally, I must talk about our staff.
Without those staff members, our ministry would never have been as successful or grown as it did. They were deeply committed and willing to make sacrifices. Yet they had one thing in common: they wanted to help Korean churches through this ministry, and they were proud to be part of it.
That sense of purpose helped them remain with the ministry for more than 15 years. We were committed to the same mission, and we were happy working together.
Something beautiful happened along the way: we grew together.
Most of us were not doctors when we started the ministry. But as the ministry developed, many staff members realized that they needed deeper study and preparation. They entered doctoral programs and eventually earned Ph.D., Th.D., and D.Min. degrees.
I experienced the same journey. I was not a doctor when we started this ministry. Along the way, I earned my doctoral degree and later continued with post-doctoral study at Yale and Oxford.
So when I look back at those 15 years, I do not see myself as someone who simply led other people. We were growing together—personally, academically, spiritually, and in ministry.
That may be one of the most important functions of a national leader: not simply to lead a ministry, but to help people grow while growing together with them.