 So we've been looking at all those qualities that we want to develop in our team, where we are building our team. These qualities are very important, which really help us in the team functioning well and also help the team to accomplish things. And it depends on each of our team members to have these abilities, to build these abilities, to nurture and grow these abilities. So we're looking at ability number nine, point number nine, which is enthusiasm, a general interest, a general passion for things at hand, for the work at hand, for the ministry at hand, wherever you want to apply. The team is enthusiastic about it. If the team is not enthusiastic about it, it could be for several reasons. There could be several reasons why. One is maybe the purpose, maybe the vision is not clear, or it used to be that they had a strong grip of the vision, because the vision always stirs up a passion. If we are aligned and if we are inclined with the vision of whatever we are going about, that's why the team actually came together in the first place. That is why somebody applied or wanted to be part of the team. So if the vision is clear, maybe we might have to revisit that purpose, the big question, the big why. Why are we doing this? So when that is revisited and when there is clarity about the why, then everything else will again flow again. If the enthusiasm had gone down, it will just come back again. So that's one thing. The second thing is giving ourselves some deadlines or some finish time to finish some of these tasks. Giving ourselves realistic finish times or deadlines. Maybe the team is doing a task and each one is doing a particular task. You give some deadlines, realistic, but at the same time, something that will stretch us or something that will give a sense of urgency. It's this thing I need to finish. I can't just take forever and ever to finish this task, but I need to finish it by the end of this week. Having a day and having a date and a time in place really helps. A particular project could have several tasks, several phases, several tasks, sub-tasks. So each of these, if they have a deadline, if you say, by this we need to finish it, then there is a sense of urgency. We are able to put other things aside and get into it and that also enables us or gives enthusiasts the team. So again, coming back to enthusiasm, enthusiasm is a choice. It's a decision that we make. It's not dependent on, I will wait for these feelings to come. I will wait for the right environment, right circumstance, everything to fall in the right place and then I will be enthusiastic. No, that doesn't happen that way, right? So we need to make a choice. We need to make a decision saying, okay, I'm going to be interested in what I'm doing. I might as well do it. And having that enthusiasm actually helps us in the journey. It makes the journey better. It makes the journey easier. It makes the journey pleasant. Whereas if you're going to be constantly, if you're going to be grumbling, complaining and dragging our feet, then it's going to make the journey, even it could be a simple task, but it's going to make the completion of the task a real nightmare, a real drudgery, not only for ourselves, but also we're going to make it like that for everyone else. So be enthusiastic. It's a choice. It's a decision. So when we are enthusiastic, we really believe in what we're doing. So that helps. That's the whole point of revisiting the purpose, the vision and so on. Okay, so be willing to do more. Go a second mile or a teammate just for the sake of helping others. And even as we strive for excellence, it and accomplishment. When we finish a task that itself enthuses us, that itself generates even more interest in what we're doing. So getting the job done, because if you just keep things hanging, keep things incomplete, then there is a lack of interest. This needs to be done, but I've not completed it. There are so many things to be done, but I've not started it. And that further creates a negative pressure. So we're not interested in it. We just keep thinking about it and very part of it makes us heavy and heavy-hearted or just weighs down like a big burden and we don't get to it. So when we actually start doing the tasks, so all this helps us in our enthusiasm. When we start doing the task and then finish it, it builds enthusiasm. So enthusiasm in the team, enthusiasm for every team member. Can we develop it? Can we intentionally build it and model it for them? Then the tenth one is being intentional, working with a purpose so that every act or every task that we do, making it count, making it intentional. So focus is something that needs, that is required for us to be intentional. What is focus? Focus is to look at something, to try to avoid the use of the word focus, to look at something, to be engaged in something, to the exclusion of everything else. Now that is focus. When we say this person is very focused, which means that they are zeroed in and staying on one thing and they are not looking at all the other things, the periphery, you know, they're not looking at all those things because if we look at all that, then we might get distracted and lose our focus on what is important, on what is necessary. So, yeah, so the thing is focus. To be intentional, we need this ability to focus, to do the right things and to follow through, to finish. So, yeah, what will help us in having this focus is to explore, to see, okay, what is my strength? What is my limitation? What am I good at? And, you know, how can I develop the ability to overcome these limitations because these are things that pull away our focus, right? And when we have these tools, like, okay, we plan, we put things in a calendar, we have these to-do lists and we prioritize, okay, today I have these to-do lists but this is what I'm going to start with first. Okay, so this helps us to focus. It helps us to narrow down because if we don't have a plan, we don't have these lists. So we tend to put our energy in everything else. Whatever is urgent or whatever, wherever there is a fire, you know, there is a problem. That is where we are drawn to. We need to put out the fire. We need to solve this, you know, the problem first, okay? Well, some things are urgent and then some things are not important. So we need to know, is it important and urgent? Right, if it seems to be urgent, but it's not very important, then maybe someone else can handle it and not me. So priority, prioritized. So it helps bring that focus and we can be intentional, okay? So John C. Maxwell says, okay, let 80% of the time be focused on what brings the highest return to the team so that we model it and we also build that learning for this what we want the team to follow and put to practice in their work, in their ministry. Let it be focused on what brings the highest return, meaning what is it that, you know, what is your contribution, your effort, where it's really necessary, where it's needed and where we see the fruitfulness, okay? So to reflect, do I do this myself? What steps do I need to take in order to be intentional? So when we have these tools, when we use these tools, maybe it's an Outlook calendar, maybe it's a Google calendar, maybe it's a simple, you know, like a physical calendar where we write down and also a daily to-do list. These are things that I need to do it because these are important and these are necessary. If I don't do it, you know, these will have consequences. So we are being intentional. We're not just floating through the day doing whatever you feel like doing or whatever grabs your attention. Because if you have that mindset, we might miss out on doing or accomplishing or finishing certain things which are valuable, which we need to do, right? Okay, so intentional. And, you know, continuing with that is focus or conscious of our mission. You know, this is similar to, you know, being intentional, similar to, you know, what will help us in enthusiasm and so on. So we just, you know, what are we conscious of and the team members are conscious of the big picture, right? So what is it that the team needs to accomplish now? Let that be priority rather than individual or my own, like, accomplishment. Or let that take precedence. If this is what we need to accomplish as a team, right? Allow the leader of the team to lead. If there is a designated leader, let the leader lead, don't hinder the leader. And for the team to win, the leader must be allowed to lead. So do whatever is necessary to achieve the mission. Okay, so being conscious of the mission, the big picture, what is it? What is the big goal? Okay, then another thing is preparation. So we know that every, you know, for every accomplishment, for every win, there is preparation. Every task to be done well, preparation, right? So there are certain things that we have the skill for, you know, the ability, there are some natural things that, you know, I mean, there are certain things that come to us naturally, right? And which are our strengths. So despite that, so what happens is like when we, when certain things come naturally to us, maybe we are gifted in certain areas, then we compromise on the preparation time, right? We say, okay, this is something that I can wing it. I can wing it meaning, you know, I can spur of the moment, I can actually do it. So we compromise on the preparation time, right? But it becomes, it carries a cost. Sometimes the cost is, you know, it's a difference between winning and losing, right? So preparation is respective of where our strengths lie, where we are gifted. Preparation is like John C. Maxwell says, preparation is battle that is half a font. It's 50% is you've crossed the journey when you prepare, right? When we assess, when we align ourselves, when our attitudes and actions, everything comes together, you know, in our preparation. Then it is actually 50% done, half the battle is won, right? How can I improve this, you know, to be prepared? So think in terms of process, okay? Think in terms of process when we're preparing for a project, when you're preparing to, you know, complete, or maybe it's some outreach, everything, you know, whatever it is. Think in terms of the entire process, start to finish. Okay, how do I need to start it? What is the goal and how am I going to, you know, accomplish it? Think in terms of steps or processes, right? So we break down that big objective into smaller steps and each step into smaller tasks, excuse me. So that's the thing, you know, to have a process, to think in terms of process, and it becomes second nature, right, when we think about, when we think in terms of process. So we know we won't start somewhere in step five or step six. We won't start doing that step five or step six, but we start from step one, right? So because we're thinking in terms of the process, excuse me. Okay, so we can find ways of how can I improve, find some tools, and also evaluate, assess, what are things that went right, what are the things that didn't go right in the last time, and so these are things that help us to become, to have a process mindset, right? You know, a simple process like, okay, let's say making tea, you know, simple process, making tea, and goal is to have a hot cup of tea. Okay, so we would need water, we would need tea leaves, we would need milk, if you're, you know, typically making an Indian cup of tea, you know, then milk, and then there's sugar, and so on, right? So we take the water, we put in boiled tea leaves, and bring it to a boil, and so that's the process. So we won't start with step four or step five. You know, if step one is to take the water, and to step two is to add the tea leaves, and step three is to bring it to a boil, we won't, you know, we won't start with step three, which will actually hinder the preparation time, hinder the preparation, hinder the outcome, right? So that is what we say, you know, when we think in terms of process, and to follow through, to follow through the process to get the things done, right? Okay, so preparation. So is everyone in the team also preparing? Right, so when we model it, and when we teach, then we see that, okay, everyone is also, you know, able to prepare, able to do that. Okay, then we look at the next one. Okay, so the thing is, so we're looking at what are the things that we are studying? We are looking at things that we want to see, abilities that we want to see, we want to build in a team, every member of the team, so that the team functions well. The third thing is, the point is that are my team members relational, right? Relational meaning, are they, just like we saw, okay, are they communicative? Are they communicating within the team? Are they withholding information? Are they sharing information? So we need to actually ensure, facilitate that. Are they relational? Relational means that, okay, are they respecting one another? Is there disrespect, dishonour? Then we need to deal with that. Are they respecting? Is there, you know, shared experience among the teammates? Whenever there's a win, there's a shared experience, like if you're playing with a team, playing a game like football or cricket, there's a shared experience, you know, you did this and that was funny, or this was a difficult time and then you, you know, you came in and this person did that, we actually won because of that and that was a great goal. You know, so there are shared experiences in the tasks, in the challenges. So shared experiences, you know, so it requires one to narrate those experiences also to share that with the team, when the team is together and different people can do it, right? Not just the team leader, but to make sure that, hey, these are our shared experiences. These are some things that we treasure. We don't just rest on those memories so that it's just one memorial, but these are helping us, these are helping us to move from where we are, helping us in our journey, where we cherish these memories and we move on, these are actually strengthening us, right? Helping the whole dynamic of relationship within the team, shared experiences over time and also trust, does the team trust each other? Now, trust can come only because if everybody's performing, if everybody is dependable, right? If people are not, it's interconnected, right? So if there's a problem with trust, then there is a problem with dependency. Somebody who is not dependable, they are not pulling their way, they are not doing what they're supposed to be doing for whatever reason. So as team leaders, we need to see that spot that and then get that person up to speed. Maybe it's encouragement, maybe it is something to do with the skill level, maybe it's something to do with the attitude, right? The skill is there, but there's no attitude. The attitude is wrong, maybe. So that will help increase the dependability and therefore, there can be trust. So when there's trust, then definitely, relationally, the team is relating to one another better. They're able to go along and a team that has strong relationships is a strong team. It's definitely a stronger team. If there is strife, if there is suspicion, if there is, you know, people don't see eye to eye, then it's just a matter of time. It could be a very skilled team, but everybody is doing things for themselves and they're not able to wholeheartedly do their tasks because they're not able to trust the other person. There is suspicion and so the team becomes weaker and weaker. So yeah, these are some things. So we can ask the team members, what are the goals, what are your desires, what are your dreams in order to build that thing relationally. What really helps is also being able to meet or being able to spend time with the team outside of the formal work setting. So in ministry also, you know, maybe there is a formal, you know, time where the team is meeting, maybe in terms of preparation, maybe in terms of practice, maybe for, you know, the formal time of, you know, getting together for praying or something. So that's all, you know, that's the agenda. But if there is a time, and if we can facilitate the time that we are made of that formal setting, if there's a time to just relax, the time to just spend with maybe the team members' family and so on, that will help the team build this relational aspect, being able to relate to one another. So that's something that as team leaders, we can help facilitate and build in the team. Okay. Any questions so far? Any practical experiences, anything that you might want to share? Yeah. Okay. If there's anything, please feel free to share, right? Okay. Okay, so next one, self-explanatory, which is improving oneself, like constantly improving oneself. Now, if we improve, then the team improves. If we improve, then the whole output of the team improves. Right? So we commit to that. We commit to that. So everyone commits to that. Everyone commits to improving oneself, whatever they are, therefore in the team, improving their output, what they are responsible for, what they're there in the team for, their role in the team. If they improve what they're doing, then the output is different. I mean, output is better. It is of higher quality and so on. So the thing is, am I improving myself? Today, I'm at a certain level. So tomorrow, the day after that, and the next time, am I improving myself? If I'm at the same level, what is the reason? Am I just drawing back or whatever? Maybe the interest is not there. What is it that is? We need to challenge ourselves. We need to ask ourselves. Also to look at this whole thing of improving oneself as a commitment to do it over a period of time, to make it a lifestyle. To make it a lifestyle, this whole thing of learning, this whole thing of improving oneself, to make it a lifestyle really. Because especially when you look at somebody's health or fitness, there are two ways. One is you commit to a lifestyle of good health and fitness. Or sometimes it can be a quick fix thing like this fitness. Maybe just like typically, some of these examples we've seen, that one goes to the doctor and says, I need to leave from this pain. The doctor says, you need to make lifestyle changes so that this doesn't come again. But it's going to be a everyday thing. It's going to be a monthly thing, a yearly thing. And it's going to be for a lifetime. You just need to make those changes, adapt, make those changes to last a lifetime. So self-improvement is like that. It's not just for a 100 meters dash. It's not just saying that, okay, I will do this and then forget about it. So we need to do that. Learning to improve oneself. There are different reasons for people to change. One is that they are hurting, that they have to change. Or they learn enough, they get the revelation and they want to change. Or they receive enough strength and skill that they have the ability to change. So we need to understand that. The change happens in these ways. Some people are desperate for change and they are hurting. They are saying, okay, I can't take this anymore and I want to change. In the second case, people learn, get an understanding, get a revelation. And there is that inner desire and conviction I want to. I want to change. So it will change in all these ways. But the first one, people are hurting that they have to, well, what sustains that would be the second and third. If people come to that place saying, okay, I have to change, I'm hurting, this is not helping. But if they learn more, receive a revelation, receive strength in order to change, then they will sustain that change. So some minds said is to be open to learning new things, asking questions, listening, having the attitude of a learner, to be interested in things around, to learn new things. And just like how a child has a sense of wonder, for the child, if you look at babies and right from there, the time as toddlers, they are just so curious. And their eyes are full of wonder because they are discovering new things every day. Discovering, wow, this is what it feels like. This is hot, this is hard, this is soft, everything they are just learning from the environment. This is how the taste is. They never tasted sugar before. They never tasted anything sour before and then they hit their senses and they are discovering. So they are actually learning. They are more open to learning new things. Then we come to a stage, they are learning new words, they want to try out these words and see some of these 6-year-olds, 7-year-olds. They are trying out these new words. They learnt in school maybe, they want to try out the conversations at home. Words like actually, maybe they learnt that, they like that word and they are saying, there are a lot of actuallys in their conversations. Actually I did this, actually I did that. They want to try it out. So we need to be childlike in our learning and in our wanting to try out. That's where we are looking at this. We are looking at self-improvement. Self-improvement, improving, getting better at what we are doing, what we are in ministry also. So getting better at whatever we are, whether it's preaching, teaching, whether it's other things ministering and getting better at it. Learning, understanding what are the things that I need to avoid, to get into, spend more time and all that. So it's good to be open to learning. Don't reach that ceiling. Let's never reach that ceiling where we say, okay, I'm closed. I don't want to. Or be cynical. That's the thing we say, okay, that person is always like that. What's the use? The question we ask sometimes, tell us what is the use? That's a place of discouragement. It's a place of cynicism. So let's never reach that stage. May God, may the Lord keep us that state of being fresh and being sensitive and having that sense of wonder. Now with himself, like with the Lord and at the world that he's created and with the people that he's created to have that. So learning new things. And we can also intentionally plan out progress. Some of the things that maybe it's a course that we want to do, maybe it's conferences, maybe it's some refreshing, sorry, refresher workshops. We've heard those things a long time back, but now we just build on that. Maybe some workshops, some things like that. So we can plan to attend to be part of these things that helps us improve as well. So we have three more things to look at. Let's go through that as well and then we'll open up for some questions. To be selfless. This is a quality, an attitude because it's all about the team. To be generous, to avoid internal strife and politics, to be loyal and to be interdependent rather than independence. We're interdependent. Just like what we see in one conference 12, the body, the image of the body, the members are to be interdependent. What will actually increase our selflessness that dying to the self is when we give secretly. Meaning we help people, we empower people and it is not that we want accolades, applause, but we are actually doing it irrespective. We just want to be silent contributors. Silent contributors irrespective of who gets the credit. We don't want to be in the limelight. So when we do that, it helps increase that selflessness. We can sometimes take a subordinate role maybe we're always at the helm of things. Maybe take a subordinate role and say, let me help you with this. This is not what I normally do, but let me help you. Let me help you carry things, let me help you set up things, let me help in putting away the things, washing up. So let me do that. Then to promote others, to notice, to compliment, to recognize and also to move others maybe in places of prominence, maybe things that we ourselves were doing and so do that. So that increases selflessness. So how will that help a team member? That's the question. If I'm selfless, how will that help the team? If a team member is selfless, how will that help? Well, being in the team, many things that we do as a team requires giving, requires receiving, especially requires giving without asking that question, what's in it for me? What is the benefit that I get? If I pass the ball to him and he's going to score the goal and he's going to be known as the score goaler, I mean, the goal scorer, maybe the highest goal scorer for this tournament, then what's in it for me? Sometimes if we, or if we have that mindset, if we keep asking that question, then we're not going to contribute. We're not going to help the team as a world of is the team suffers. So the selflessness is an important quality for us to develop and also for the team to develop. Okay. Be solution oriented. Well, many of us notice problems. Problems are there and they, well, you cannot help, but notice problems. When things go wrong, people notice. When things are, recently I was at a conference yesterday and things where the speaker wanted to play a video, two videos actually, and the media team was not prepared at all. In fact, I noticed that as they were projecting the lyrics for the worship. So the media team was not prepared at all. They were, you know, we will just be singing the next song and then we'll still in the previous song trying to figure out this is despite the lyrics being given. Everything was given in advance and they were not prepared. These videos obviously were given in advance, but they were not prepared with the audio and not prepared at all. So the problems are something that we can, they just come up easily noticeable. But what about the solutions? So, am I a solution-oriented person? If I'm finding fault, can I also suggest the solution? You know what I'm saying? Don't find fault at all. It's not like, okay, there's a problem here, there's a problem there. No problem. That's okay. As long as it comes from the right heart, right attitude, there is this problem and there is a solution and it can actually be helpful. There's a, now that's a better perspective. Henry Ford says, don't find fault, find a remedy. So which means that you notice a fault, but also you go with the remedy. Change that problem. So, we need to think of solution in a challenge rather than problem in circumstances, the different mindset. So problems can stop us, they can stretch us. Depends on how we approach it. So how can I be a solution-oriented person? Get us on things. If there's a problem that was given up and people are saying, okay, this problem is beyond solving, then try taking it up and doing it on your time. Try to solve it. So it's for the sake of the organization, maybe it's sake of the church, find a solution for it and try to solve it. Okay. Then, so refocus the thinking on just not just finding the problem, not just dealing, but also dealing with the problem. Rethink strategies, repeat certain processes. A classic example of that is an experience I went through and this is at a certain venue where we used to meet this school and this is an example for revisiting or repeating the process. So I went and found out, asked for permission at a certain time whether we can use that venue for a church service. They said no. The principal at that time said no. We can give you maybe on one or two days or a set date, but we cannot give it to you for every Sunday. We cannot give it to you throughout the year, 52 Sundays or plus other additional service. We cannot do that. We just left it. Okay. Then after maybe three years or four years, there was this need again. We needed the venue. What came to our minds was this was the response of this particular school. They responded negatively. They didn't want. They were not interested. Now we have this problem. We have to solve it. So can we revisit? Can we try again? This is what they said earlier. But what if things had changed? What if the management is open now? What if the principal is open now? What if they are open? So we went again and approached them again and said, we have this. We know that we came earlier, but is there a possibility? Now this time they were open. This time they were open. They were also giving us a strategy. They were giving out their venue for many things. Weddings, programs. So they were open. They said, yes. We can discuss. We can talk about it. And then that's how we went into that venue, church venue. So repeat processes. Maybe the circumstances changed. Things have changed. So we can try out the same thing which we failed at earlier. But now maybe we can repeat it and try it out and see. So this will help us to be solution oriented. Another quality. Be tough. Be tenacious. Don't give up. Work with determination. Not waiting on destiny. This I see in one of the gyms nearby. Say stop when you are done. But not when you are tired. A great thing. Motivated and inspired. Stop when you are done. When you finish and not just when you are tired. So going all out 100% will really help. It will help you. It will help us know that there are resources that we never thought was there in us. So when we are stretched toughness and tenacity comes out. So don't give up. Be determined. Go all out. So we need to work harder. We need to work smarter. So working harder would mean maybe physical strength going at it over and over again like a hammer. But we can also work smarter. Rather than use a hammer, can I use any other tool that is working smarter? Rather than breaking this thing can I use something else which will dissolve it all together that is working smarter? So work harder but at the same time work smarter as well. And stand for committed values. The values that you had committed to. Purity, punctuality, integrity morality. To be tenacious to be tough these values that we are holding in high esteem don't compromise on that. And sometimes what helps is to make work good nature, not competition to bring down the other but like a game like a sport that will also enable us to be inspired, motivated and to be tenacious not to give up. So these are some things 17 points that we looked at for our teamwork and all of these are in the book winning. Winning with people sorry it's in Laws of Teamwork Indisputable Laws of Teamwork by John C. Maxwell. So you can check that book also. So with that we come to the end of this course on leadership. So we looked at those three big sections teamwork being the last one then we looked at winning with people and the first one was about you know about leadership with Jesus as the example and several other things vision, goals you know and plan, personal plan and so on we looked at all those things right. So that brings us to the end of this course. So any questions anything any other thing that you want to ask maybe maybe some practical things you know when we look at these 17 qualities that it seems like how can I recruit someone with all this right how can I recruit someone with all these abilities it seems like too much to ask for in a person right well it's true based on person's experience that you want for that particular role based on the skill level learning etc it's too much to ask to see that somebody will have all these qualities and somebody is just doing great in all this it's too much to ask for right but it's good to just run through right run through in our interviews maybe maybe a question will actually address three or four of these characteristics bring out three or four of these characteristics ask that question and evaluate you know are these qualities there or how critical are some of these things for the job at hand right and intentionally build that in to intentionally voice that out and say this is something that we require right these are abilities that we require to intentionally build that right because to build that to build the team would mean you build people with these abilities that would contribute to teamwork and that would contribute to the team actually winning forward so can consciously develop these abilities okay so any questions anything um there will be one more quiz before the end of this month and with that we will come to a close also you know like just like how we did for the other course in a wholeness this course also there's a feedback form I think some of you have not filled for the previous one I would encourage you to you know it's a feedback form which you can just fill in just to assess and to give your suggestions your feedback it's an anonymous feedback form so you can you know you can just go ahead be free and give your feedback about the course the faculty the assessment everything you know the good bad and the ugly so you can share that so yeah okay so if there are no questions I guess we'll stop here yeah thank you um god bless just look out for the feedback form and also for the quiz right okay thank you so much thank you boss okay see ya