 So what I just wanted to share was my experience on both sides. I've had bosses or leaders who never wanted to listen to your opinion or who were very, very picky. And so sometimes the tendency for me just to shut down or whatever they say was always there. But I also learned that there were things I could learn from them irrespective of how they led. So my encouragement basically is that sometimes we wonder why we have certain bosses that why are we under this kind of boss who doesn't listen, who doesn't want to hear your opinions. And they have had very good bosses at the same time too. But I know that in every situation, there are things that God always wants us to just learn for the next stage of assignment he wants us to do or the next group he wants us to lead or something later in the future that will be very useful to us. And I think again, another reason why the Lord brings us before these kinds of people who might seem to be bad bosses or bad leaders, it's just for us again to see a picture of what we should not be. So I believe every case is a learning season. And another thing again is when it comes to the church, I realize that if we as leaders lead the way the world leads, we will completely miss God's plan or God's intentions or whatever God wants to do through our leadership. So it's paramount that as Christian leaders that we're in touch with the spirit of God and that our leadership is spirit led, such that we are fulfilling what God wants to do. In that season for the group of people, the Lord has brought us to lead in the church, could be small groups, could be the whole church or any ministry, whatever God has called us to lead. It's important that it's spirit led. And then the five levels of leadership you referenced by John Maxwell, I'm actually even reading the book, I had to buy the book last year. I had seen a talk on YouTube years ago, so I decided to buy it last year. And it's very, I just wanna encourage everybody to get that book or just find a way of reading because it's very, very helpful. But for me, when I look at all those five levels, I see how Jesus even, you know, Jesus leadership played out throughout this time on earth, you know, I mean, till now, everybody still records with him. He's the greatest leader of all. So it's a very good material, it's a good piece for everyone to read. And just one last thing, I noticed that the fifth level, you put personhood, I thought it was pinnacle because I think that's what I saw. Or maybe I haven't got to the path where it says personhood. Well, I know it says pinnacle, that's what I just wanted to identify. Okay, okay, personhood of the right at the top, right? Yeah, okay. Yes, sir. Yeah, thank you. Yeah, that was so good. Yeah. Can you just give me a minute? Someone at the door, I'm so sorry that I just, just give me a minute, please. No problem, Pastor. Really sorry, apologize for the pause. Thank you, sir, for that input. And yeah, anyone else, you wanna share about your experiences with leadership. I think the thing is we face both the good and the bad when it comes to leadership and leadership styles. And the challenge for us is to, you know, continue walking in the good and not to like say we're talking about, you know, to be led by the spirit, like we have enough and more and not to be tainted by any other, you know, leadership or a worldly or a fleshly, you know, leadership thing, which contradicts with the word. I think that I just want to, you know, reference that or say that because, you know, well, the world might be doing or carrying out the leadership style or, you know, something about or leading people, which might be very in tune with the word of God, right? So for us to, you know, we need to, you know, make that difference, you know, that it's, that when something contradicts the word of God, you know, it's not to say that and paint everything, like everything that is happening, you know, in an organization or, you know, someone who's leading is not leading. We can't say that it's okay. It's bad leadership style of, you know, because many things are in line. We notice that many things are in line with the principle of God's word, you know. Many organizations do that. They're very, you know, people centered. They do things to, you know, they recognize organizations today, recognize people as, you know, as an asset, as a resource and do that. So we can't paint everything, you know, and say, well, this is how it is. If it's off the world, then it's, you know, if it's in the world, in an in a corporate thing, then it's bad, you know, we can't do that. But definitely when it's using our discernment, when it contradicts the word of God, yeah, you know, we... So that's a challenge, you know, for us to be in an environment, let's say you're working in an organization for, let's say five years, six years, and you're being led in a very different way. You have someone who's overseeing you, who's got very different ways of working. Maybe it's manipulative, maybe it's authoritative and, you know, that kind of a thing. And for whatever reason, you're in that environment for about five, six years. You know, the thing is, like Samuel, the way he grew up, he saw many things happening in the temple, but he chose to, you know, he, you know, he chose to hold on to his integrity. You know, he grew up listening and being sensitive to the voice of God, you know. So, and that's what scripture says, he grew. And even though he wasn't that kind of an environment, I think that's the challenge for us. And, you know, if we make that shift and say, okay, this is the environment that I'm in, you know, I'm working here and, you know, it is difficult. It is tough. It's like the courts of Nebuchadnezzar or like the courts of Pharaoh. But, you know, I know that I'm here for a reason. I know that I'm an influencer. I know that I'm being salt and light and I'll continue to, you know, lead the way God wants me to lead. I think that's a great thing. You know, it'll be so impactful. I mean, you know, some of us have worked in organizations like Chris and who has Shri Kumar, Tarun, maybe you could share your experience. I think that'll be good. Maybe Rupa, I don't know. Others, you also, maybe Beth and others, you know, you could just share. I think that'll be helpful for the class, you know, if you could share your experience. I think that'll be useful. Would anyone like to share? Yeah, go ahead. This is with respect to leadership style, the pastor. Yeah, leadership style, you know, your experience with leadership, being led, you know, maybe you were in an organization, you had, you know, whatever, good leaders, bad leaders, people who inspired you, you know, just to share some of those stories. I think it'll be helpful for us. Yeah, so I think, you know, I mean, I have, you know, worked with a number of, you know, different type of leaders. Some of them who have, you know, made a difference. Some of them, you know, have been very, you know, autocratic in their approach. But one, I think one type of leader that I would like to just talk about is, this was when I was going for a large multinational, when I worked abroad, where there were, it was not just one person, but I think it was about three people actually, who kind of, who held quite senior positions in the organization. And they decided that they would in a sense, you know, transform the organization. And, you know, they changed, you know, the organization structure. There was a lot of, you know, self-motivation over there because they themselves benefited a lot. But I think they also had the vision to, you know, and as well as the ability to, you know, to get, you know, get that organization transformed and make a use difference in the organization. So they were like, you know, they held senior positions, but they still reported to a person who held, who was the Asia-Pacific head of the organization. And who had been in that, who had led the organization for a number of years and in fact had actually started off the, you know, the, you know, the organizational, I mean, it's a U.S. company, but he actually started off the Asia-Pacific cooperation. But because he had been there for many years, he was running it the way he felt, you know, it was, you know, that he wanted to run it and he did achieve considerable amount of success. But I think what these three individuals were able to do was to actually transform the organization. So I think, you know, in a sense, they were transformational leaders and they had that ability to, you know, really flip their organization on another side and make a huge difference. And they also, as I said, you know, benefited a lot because, you know, finally all the reporting lines actually went back to these individuals, you know, led to these individuals. So I think it was pretty, very interesting to see how the organization, you know, changed from, you know, operating in a certain way for many years and then getting transformed. And sometimes, you know, that makes a big difference because we need to be able to transform, you know, from, you know, from doing something in a certain way and, you know, making a big difference, you know, changing the devil of operating and, you know, making a big difference. Yeah, obviously, yeah. Thank you. Thank you for that. Yeah, obviously it's been a big impact because after so many years, you know, that's the first thing that comes to your mind and you're talking about, you know, those leaders. So that's good, yeah. So to make a change and it's difficult, you know, in an organization, even with, you know, with all the rules and norms and everything, bringing in change, I think there's a whole, you know, area, organizational change, which is a subject by itself and, you know, it's an art by itself to bring in that. And yeah, and as, you know, as salt and light, we are change agents, right? As leaders, that's how we, the Lord looks at us, you know, go into the world and be this, you know, be the influence, be the impact and praise God for the, you know, spheres of influence that he's placed us in, right? Yeah. Anyone else? Maybe one more person and then we'll move on. Can I? Yeah, sure. Go ahead. Thank you, Pastor. Pastor, in my life, yeah, when I was in the corporate field and also in my spiritual life. So the, like, I have learned so many things from the leaders, even from my pastors now, where I'm attending the church, through the way how they are actually interacting with the people, the way that, how they handle the things, that humility and in the grace which they are walking. Right. And moreover, when I was in the corporate field, yeah, there were so many good and bad managers I faced and with their mistakes, I learned so many things and with their, it was an overall, it was an input in my life. Like, I learned a lot of things through their mistakes, through their decision making. And even, I still carry those things in my life, even in my ministry, when I always keep those principles and those things which are always helpful for me. There are managers who has invested their knowledge in my life and there are managers who are so harsh that I don't want to go to office at all. I said, God, I don't want this job at all. I don't want to quit the job. But God was so gracious in my life that, and he wanted me to go through those difficult situations because I was that time, I was not knowing that he was actually preparing me for something, but yeah, their input and yes, they're down there. I saw the promotions of my managers because of their, the way how they carry the knowledge about the process, they carry the knowledge about how to handle the businesses. So it was a great thing that there are some difficult managers which I don't know how to explain, but it was a tough time. Even in my spiritual life also, I have, even through my pastors, is even through Pastor Ashish also, he would lead it for me. So many other pastors are there. Yeah, that's my brief input. Thank you Pastor. Thank you. Thank you. I'm just reading out what Beth has shared, listening to those underused key, even to the point of listening to their personal issues, giving dignity even to the lowest. And yeah, it's quite difficult as lower paid workers are often caste based, okay. Allowing lower caste people to hold positions of responsibility and making sure they're respected. Especially challenging in rural areas. Yes, very true. When you take time to listen and appreciate the stuff under you, it makes it easier to bring correction and uphold standards as they feel cared for, even when being corrected. So true, yeah. And I guess the thing is everybody is busy in a typical work day. And if the organization can bring in some kind of a process in place where this may be an open house, maybe once a month, or even a suggestion box. And something that is responded to, okay, we hear you. And well, and then something like that, if it's incorporated in the, I'm talking about, when I say organization, I'm talking about the ministry also, however small or big the setup is. The bigger it is, I think it's more important. I mean, it's critical to have these kind of processes in place because you get, I mean, you get lost in the bigness of things and things can tend to become very mechanical, very, what's the word, very process-based and not people who think. So to bring in that, to always, to make sure that that emphasis is there, that's very important, yeah. And so the wisdom is in doing it to when, when do you do that and how do you do that most effectively and how over a period of time, it just doesn't become a routine, right? So even when you have a process in place like this and then if it's not being, if it just becomes a routine and nothing has been done about it, then it becomes useless. And yeah, but I get what you're saying, that's about typically in a country like India and I don't know if there's in other nations also, based on the income level, on the caste that you're born from, yeah, a lot of biases, a lot of injustice, true. And I think we as believers can really make a difference in such, I think. I know of a wonderful, a person who's, he is in an organization, definitely the top management, then he's quite an influence, quite an inspiration at his home. I don't know how, again, how frequently, but those are served at home. People, house helps and maids and the driver, I think once, I forget again, once a month or once ever, so he cooks for them and they sit down and have a meal together, right? And so just to sell them that, hey, you're the same as you, you are. And yeah, our roles are different than this thing. Yes, I know that he's, you know, but yeah, but this is it, we are equal. So they sit at the table and eat. So I think it's a very powerful message that's going to them, you know, like everyone, you know, house helps and driver and so on, who they sit together at the table with the children, with the family and eat together. So let's have a meal together, amazing. So something radical, you know, things like that would really make a big difference. And it's a lasting influence, lasting impact where, you know, I remember a story where this person, I think it was, this is from, you know, friends of ours who were in, in, in Gujarat. A lot of, you know, the cast thing is there, untouchability and all that. And so, you know, special plates, special tuk-ups to drink from, eat from, for those who help, you know, and also they're not allowed beyond this door and so on. So whereas this person, you know, served the plate that you normally give, and in fact, no plates, you know, it was like, you don't give a plate, you just, you know, they're supposed to bring there whatever leaves or whatever and then all their own plates and you know, give the food. So, so here is this person serving food, you know, in a plate and then giving it. And that, that guy just started crying, crying, saying, you know, nobody's ever done this. And, and the fact is that I think she's made, I think two eggs. So, you know, he's like, I've never had two eggs together in one meal, you know. So that's the, and he was like crying, he was in tears and so that's the kind of, you know, reality of the place or the environment that we are in, where we are called to make a difference through our leadership, you know, where. And what we were talking about, you know, compassionate leadership is exactly that, where we hear out, we are empathetic to the needs of the people and then we hear them out and so on. Also using wisdom, you know, at the same time, because, you know, when you empathize, when you hear, it doesn't mean that, you know, you were going to oversee a lot of, you know, misbehavior or misdemeanor or, you know, slacking off in work and all that, you know, you need to make that, you know, that communication right in the sense, hey, I'm listening to you, I, yeah, definitely, but this is the standard, right? This is expectation, right? There's nothing wrong in communicating that, you know, I want the best from you, I want the best for you. So there's a difference in that, you know, and not to make it like a very, you know, like what they say, sloppy agape kind of thing, you know. So that's the thing, yeah. So thanks, thanks, Beth, for sharing that, you know, there's a need for radical leadership in our nation, and there are many from other, you know, even from other world views, you know, other, you know, not necessarily believers who make a big difference, and I think there's a lot we can learn from them, right? But, you know, we who have the life of God in us, I think we have much to give, right? And to be, we are called to be in the place where we are called to be, you know, as leaders, I think we need to raise up, I mean, rise up, sorry, rise up and be that, right? Okay, that was good. Thank you for sharing all those stories. So yeah, hopefully again, and just coming back, you know, we need to do this right, and maybe we've had bad examples, but that doesn't mean, you know, leadership is a bad thing, right? And it's a good thing. It's a God thing. And all of us are called, invited to this, they're commissioned for this, right? So let's take that place and be equipped and grow and take our place, right? Okay, okay, so let's move on. We will move on to, you know, decision making within the organization. Again, a very interesting and, you know, one that's very important, okay? That will really help us, you know, maybe you've started off something and you're planning to start something, you know, when it comes to decision making and, you know, we're just scratching the surface here, you know, we're not going into the depths of it, but I just want that to keep them, you know, I want you to keep that in mind as well, okay? So here, we make our standards clear, you know, when it's an organization, when it's a small, I mean, whatever the size of the ministry or organization, you make the standards clear. If these are the standards, the, you know, it might from the, it can be from the, you know, the joint letter, can be the soft guidelines, you know, the standards, integrity, excellence, quality, you know, whatever the expected, biblical nature, everything. And very important, just like the vision, this needs to be captured, this needs to be documented and communicated, right? And reiterated, right? So recently when we had our, you know, meeting for the first meeting of the year, you know, went through these things, you know, what are, who are we? It's important for us to remind ourselves, you know, collectively, you know, as a church, as a ministry, who are we? Right? This is who we are. This is what we stand for, right? So that our decision-making and the standards are not contradictory, right? For the most part, you know, that guides us in our decision-making. So we don't make immoral decisions or we don't make decisions that are, you know, which are, which compromise on the integrity of the organization of the, you know, so that's the thing right from, you know, everyone, having a strong grip, you know, we could be making, we could be doing very varied things, right? But in all those, this would apply, right? We could be designing, we could be in human resource, we could be accounting, we could be, you know, doing other things, you know, teaching, teaching. But the standards need to be the same. You know, it can't be, you know, partial for some, you know, for the other standards needs to be the same, partial, across board, the same standard. So the best way to make it is to communicate it, but this way to maintain it is to, you know, communicate it and to reiterate that, okay? And for this, for it to be clear, you know, there are no ambiguity, no fuzzy, fuzziness in language, no lack of clarity, but for that to be precise, clear and communicated, right? Okay, so have a proper system for approval of decisions. Now, this is also important, right? Now, when the, you know, you know, that when the organization is small, when it's like two, three people or maybe four people, you know, as a leader, you can make all the decisions, but when the organization grows and when you have other leaders, then some of these decisions are made by others, you know, you're maybe as a senior leader, you are making certain decisions for the, you know, for the, you know, the direction of the organization, right? The big picture, the vision. So you're making those macro decisions, but the micro decisions of, okay, paper for the printer and, you know, water for the, you know, the water dispenser and those kinds of things you are not making, right? So, but so you've set the guidelines, you've set the standards, but you're not making those decisions. So people don't have to come back to you or, you know, badger you for approvals, right? So you're not micromanaging things. So what is the solution? The solution is that you have a system in place and a proper pathway for approvals to be given, right? So if it's buying something, if you need to spend some money, if you need to hire some things, you know, have a system in place, right? Initially, and it needs to list down and this will keep growing. This will keep changing as the ministry grows, and as the organization grows, this will keep changing. As you, you know, as you see things, people being added on and, you know, your sphere of influence increasing and so on, so have a system in place, kind of like who needs to make what decisions, right? Let's say, you know, when it's spending, you know, this is something which, which we need to deal with every day, right? Because you're spending on so many things, consumables, you know, so many things that you're using for, you know, in ministry and so on. So decide, okay, when it comes to this X amount, so and so we'll make a decision, right? We have this team leader, we have an X amount of money, it's fine, I'll say 5,000, 10,000. If it, this person will approve it, right? We'll, we'll, we've seen this person, we've seen the, you know, what that person carries and knowledge, understanding, et cetera. So it's well able, capable to make the decision, in terms of quality, in terms of vendor check, whatever, all that, but let this person decide. It doesn't come to you, you know? And so, so having those things in place, simple process, because if this is not clear, then what happens is, you know, some things happen, decisions will not be made. Like saying, oh, I need to do this, but I am not clear now. I, do I do it? Do I not, you know, the person is still gathering information or waiting for, you know, it could be various reasons, but the important decision, maybe some things are required, maybe some things need to be done, some tasks need to be done, maybe some, it could be about some product, some service that the, that the organization needs. Some hiring that needs to be done. No, that's not done because, you know, unable to make the decision. Who has to make the decision? There's lack of clarity, right? So if there's clarity, then it'll be made and things can go ahead, right? Then the other thing could be, you know, when the clarity is not there, then it comes back, you know, to, maybe to you, maybe to someone who gets swamped, you know, it's not their place at all, right? It's swamped with the details, right? So if it's, you know, if things are, need to be done promptly and then there's punctuality and there's a consequence, if it's not done promptly, you know, those kind of decisions are there. So having a system in place, a process in place with the right approval for each of those decisions, who needs to, will really help, okay? Well, while we have these things in place, be open for discussions and inputs, you know, maybe suggestions, because these will always, and also create a culture like, okay, you can give inputs, but it needs to be given in an honorable way because people can talk out of frustration, oh, they know this. But over a period of time, they will understand, okay, you know, this is frustrating, you know, this is not done because of XYZ reasons, but let me communicate that in an honorable manner, right? Let me do that in a very objective way, you know, with a view to solve rather than to put blame, or you know, so people also will understand, right? Be open for discussions, inputs. And the thing is this, you know, when suggestions come or when inputs are given, it's not that everything can be approved, it's not that everything can be worked out. And so people also need to have that understanding, right? Okay, this decision, well, it rests with the decision makers, the suggestions, inputs, you know, there is definitely, we can discuss way the pros and cons, and then, you know, take a clear decision. And of course, we're talking about some things which require these kind of things, which these are major decisions, these are not like, you know, something to do with what flavor of tea to order, or what brand of tea to have, these are big decisions. So obviously, you know, the consequences are there. So, you know, be open for discussions and inputs and create a culture, and whether you as leader or other leaders are accessible, okay? Now, this will really help, because this will help to keep the channel of information open. It will help the leader in knowing what is a ground reality, okay? Because the leader, well, need not be always in touch with what is happening on the ground. It's good to do that, it's important, but, you know, if that information channel, if that communication channel is an information flow, it's not there, then one can be alienated, one can be distanced, and it can result in poor decisions, it can result, because you're assuming, okay, this is how it is. There is a certain step of faith that needs to be made, but when the information is there, when that, you know, reality, ground reality is something else, and you're, you know, you need to make an informed decision. Instead of making an informed decision, there's a danger of, you know, assuming something, right? Going by assumption. So, well, so be open, keep those channels of information and communication open, right? Okay. Then, take responsibility for decisions that are made, you know, that's also crucial, because, you know, we might make great decisions, and we might also make some poor decisions, you know, as leaders, I think the best thing is to recognize that, you know, if a bad decision is made, to say that, yes, I made that decision, and then, and say, okay, you know, no amount of justification or, you know, fixing of blame, you know, to avoid all that, right? To say, okay, if it was so, the reasons for making the decision, and then say, okay, let's try to, you know, move on, let's try to change, let's try to, you know, see what can be done, you know, it was a bad decision, and it was done, and these are the consequences. How can we, how can we go beyond that, right? So that's the thing. And yeah, so that is very helpful. So when it comes to, you know, organizations and decision-making, so these are, I mean, these are, I'm sure there are many other things, but these are four very important, and also some things for us to remember, right? Which will help us. And also, when we're talking about culture, okay? Now, it's also, you know, when we're talking about these processes and so on, culture is something which is very, very, some of these intangibles, right? Now, when we talk about an organization, well, there could be several things, you know, about ministries, okay, this is what they do, and because these are all on display for us to see what they do, what the result is, and everything. It's there on paper, you know, maybe they are in so many places, they're doing this, you know, they are helping, the projects are there, the outcome of those projects are there to as proof of that. But when it comes to culture of, you know, things like this openness and respect and so on, it can be very intangible, right? And the thing is it's based on our core beliefs, it's based on our values, what we esteem highly, and it's based on some of our practices, what we do daily as an organization. So our core beliefs and values, and this forms the culture. It is, well, it is, you step in and you realize, okay, this is the culture, you know. I remember, you know, when I made some changes, like when I moved from organization A to organization B, when I was working in corporate sales, so I moved in based on, you know, what I could see, what I studied, what I heard about them, the opportunities that were given, and this was early days, right? The first job and the second job. So then I realized the culture was very, very different. Like the first organization was kind of friendly, easygoing, very, but the second organization was a bit more rigid, you know, and aggressive, very competitive and so on. So, and you realize that early after you join, you know, you realize that in the conversation, you realize that in the briefing meetings, and so for an outsider, this may not be very apparent, but once you step in is when you feel the culture, when you realize, okay, this is what the culture is, right? So the thing about culture, it can be positive, it can be negative. It can really help the organization, it can boost the organization, it can keep people together, motivated, inspired, and, you know, or it can do the opposite of it, right? If the culture of slackness is a culture of, you know, shoddy work and so on, now that can result in frustration, right, with people. And if it's, you know, a culture of hypocrisy, you're saying something and you're doing something else, and then, you know, that can very quickly demotivate people, and they're looking for ways to accept the, you know, go somewhere else, rather than stay and give their best, and they could be highly skilled, highly qualified, people who could really, you know, bless the organization. Okay. So Paul talks about it, one Corinthians 11, he talks about traditions that he delivered then. 2 Corinthians 2 says, stand fast and hold the traditions, which were that you were taught by word or are epistle, right? And then it also talks about, you know, withdrawing from every brother who walks, 2 Corinthians 3, from every brother who walks disorderly and not according to the traditions which he received from us. So he talks about these, some of these, you know, things that are not scriptural and worse, but then some of these intangibles, you know, like customs, this is the way of doing things, right? Okay. So the thing is that, you know, we can look at what can the culture of the kingdom of God or what is the culture of the kingdom of God, which transcends all other cultures, right? What does it look like in the word of God? So we see a lot of people interactions, we see a lot of, you know, especially in the book of Acts, we see, you know, ministry teams and we see ministry leaders in the book of Romans. The last chapter talks about, you know, who are all those people who Paul was interacting with and a long list of that and how we, you know, interacted with them and so on. So, you know, we can actually teach what the kingdom culture is, right? And more importantly, be the culture or, you know, be an example and be the culture, be the change, be the transformation that you want to see in the ministry. And over a period of time, you know, just, I don't know, Pastor Ashish also, you know, repeating this and reiterating this, you be the example. You be the example that you want to see in your team. You be the kind of thing that you, you know, the person that you want your team to be. You know, if you want the team to be passionate and excellent and, you know, punctual and so on, you know, you be that person because we reproduce after our own kind, right? So because we are trying to lead them, we are inspiring them, we reproduce after our own kind. And it's a thing, you know, some of these examples, if you want, you know, our organization to be gossip-free, you know, it's sad that sometimes, you know, you could have Christian organizations and it's great, they've done some great work in the past and it's a shadow of what they are, you know, what they were. And the thing is the internal culture. You know, the culture was not healthy. It was a bit bigger, it would become toxic, right? And it pulled down and really unraveled the entire work of yesterday's, right? It's a shadow of what it used to be. And there were probably other reasons, you know, refusing to innovate, refusing to move, you know, with what was happening and without compromising the truth, of course, right? So it's a shadow of the former self. Why? Well, one of the reasons, right, the culture, right? So if we want a gossip-free culture among our staff, among the team, then, you know, we need to, you know, refuse to gossip, talk ill about others, you know, pass on malicious information about others, refuse to pass such things, right? If we want excellence in our teams that we need to pursue excellence ourselves if we want. So whatever quality, you know, integrity, you know, because there will be opportunities where the team is observing you and I as leaders. And they're saying, okay, how will he or she respond in this situation? Now, this is, here's a chance to compromise or here's an invitation to compromise our integrity. Here is a invitation to, or an opportunity to compromise our excellence. Now, what is, how is this person going to respond? Right? How is this person going to behave or, you know, what is the kind of decision this is what a person is going to take? Now, that is going to influence the team. You might say, okay, for the moment, okay, let's do this guys, let's just move on, you know, we'll see. But then that's adding on to the culture, you know, of the organization, right? Okay, okay, so we'll continue this next class and yeah, have a great weekend. God bless you guys. See you soon, bye-bye.