 Okay, I just want to read from Romans chapter 8. Okay, Romans chapter 8 and verse 15 and verses 15 and 16, says, For you did not receive the spirit of bondage again to fear, but you received the spirit of adoption by whom we cry out, Abba Father. The Spirit himself bears witness with our spirit that we are children of God. And if children then heirs, heirs of God and joint heirs with Christ. If indeed we suffer with them that we may also be glorified together. So it says that talking about the Holy Spirit's work in our heart in our life says you did not receive the spirit of bondage. So who is the Holy Spirit? Just the opposite of that. He's the spirit of liberty, is the spirit of truth. So we know that when we say a spirit of bondage, when we give a name like that, it leads into prison like situations, right? It leads to imprisonment. But this Holy Spirit, he is a spirit of liberty. And because the scripture talks about how where the spirit of the Lord is there is freedom. So you can expect liberty and freedom in our spirit, in our life, with the ministry of the Holy Spirit. Then he says that he's a spirit of adoption by whom we cry out Abba Father, right? He brings us to that. He gives us that reassurance in our heart. No one needs to reason and give any logic and reason and great theological input to say that you're child of God, right? You know deep within because of the work of the Holy Spirit. And it says here, the spirit himself bears witness with our spirit that we are children of God, right? So there is a transfer of revelation. There is a transfer of information, right? From the heart of God, from the spirit of God to our spirit. And that is something that you know that we need to welcome, right? The spirit bears witness with our spirit. Even as we go through life and just welcome and invite the Holy Spirit to bear witness with our spirit. Here it talks about how he bears witness with our spirit to say that we are children of God. But the Holy Spirit can bear witness in many other things as well, right? He can give that that proof or that confidence or the reassurance bearing witness with our spirit, right? So today I just thought, you know, we could just pray and say, invite the Holy Spirit and say, Lord, you bear witness with my spirit, right? On all those things that I need to understand, all those things that I need to receive, things that are shaky and things that need to be strengthened, Holy Spirit, you bear witness with my spirit, right? Okay, let's pray. Father, we thank you, Lord. Thank you that, Lord, Spirit of God, that you are the Spirit of where you are. There is freedom, liberty, Spirit of truth, Spirit of revelation and wisdom. You are the Holy Spirit. Lord, you are here to teach and guide and lead us into all truth. And Lord, today we ask, Lord, that you would bear witness with our spirit, Father God, that you would bear witness in our hearts, Father God, that we are heirs and children of God and Lord, in all other areas that we need that reassurance today. In all other areas of our life, Lord, that we where we need that revelation, Father God, and Spirit of God, we invite you. You speak to our hearts and let there be an impartation today. We thank you, Lord. In Jesus' matchless name, we pray. Amen. Amen. Okay. Okay, where did we stop? I think we kind of cancel two classes. We had to developing leaders. So we looked at what to look for, right? We looked at some of those attributes. Okay. Okay, so when we look at these attributes, it seems like a very long list. And sometimes we wonder, you know, will we find anyone who will fit all these things, will have all these characters. But it's a good checklist for us to have to see if, you know, people aren't wearing degrees of development in this, right? So certain things like, okay, maybe they're not good nurturers, they're not, you know, at least some percentage, they have a heart for it. They don't know how, maybe it's good to have that. It's good to see that and then raise the others. And also this list serves for us also as a checklist. You know, do I see these qualities in me, right? Or do I see something of this, which is not there? Do I see the opposite of this in my life, right? Am I aligned to the vision of the place where I'm ministering? You know, is my life a personal example? Do I have spiritual and emotional maturity? You know, am I responsible, right? You know, would I appoint myself as a leader? Would I take myself as a leader in my team, right? If I were to come and approach me, would I take myself as a leader, right? If not, why? What are those characteristics which are missing and which need to be developed? Okay, so let's look at the whole process of nurturing leaders. Okay, now if we can say, okay, this is a process. We see these qualities and, you know, is there a timeline and is there a process? Okay, so we can kind of divide that into several stages. One is the preparation stage. Okay, so the preparation stages when one is sharing the vision. If you are raising up a leader, you are sharing the vision, right? Sharing the big picture. Okay, this is what we are doing as a ministry, as a church, as a team. This is what we are doing. This is how we are going to do these things. You know, you are sharing the values, you're sharing the culture and all that. You're taking time to do this. You know, many times what happens is, we give the person the job. Go get this done. Okay, do you have the tools for it? Yeah, go get it done. And very little of this, the big picture, right? What is the vision? Why are we doing this? Very little time is also spent in doing this. Of course, it differs from role to role. But when we share that vision, then the person understands this is why I'm doing it, right? So there won't be any unnecessary correction. The person understands it and goes about doing it, right? So we're also emphasizing character, responsibility and other things that we expect. So integrity and all those things. So this is the preparation stage. And it's important that we do this while we raise leaders. Then what we could call as the initial stage in the sense, you see that the person has got some skills, got the right attributes there, and then we give them the opportunity to step into a role as a leader. So here's the opportunity to do it. And of course, we have provided whatever guidance, whatever training, whatever equipping we have done that. At the same time, you're also involved in continuing to provide that. So the involvement is there. So practically, how would we do this? Maybe it can be like a feedback session, right? Okay, how was your day? Make a debriefing, right? How was your day? How did it go about? So you want to understand, you're observing from a distance, but at the same time, you're also interacting and receiving, okay, this is how it was done. This is how I did it and these are some mistakes and so on. So there's continuous guidance, training, equipping, etc. This is also a time when maybe there is an expansion of the team, okay? Because this person is raising up as a leader and as a leader, they are going to oversee some people. So we help them, help the leader or the potential leader to put together a team. I find others who can work alongside, okay? So because you as a leader will be able to spot others who have these qualities, so you bring them and you see how you can form the team so that this person can lead the team, right? Now, we're going to learn about teamwork. That is the third section, right? But we need to understand that within the team, there will be certain dynamics, like there will be initial stage of learning to work together, maybe an uncomfortable stage, maybe some human conflicts, personality-wise and so on. But they will learn to work together, they learn to resolve these things and also you are there to provide the guidance, right? Okay, this is something that should not be done. This is something that we don't value, okay? So you're able to provide them. Then there is a settling in stage. Settling in would mean that the leader starts functioning confidently. They are carrying out their role, they're carrying out their responsibility and they're able to make their own decisions for the team, right? They've reached a level of expertise and so then we can actually disengage. We don't have to be so involved, right? We don't have to be involved in the day-to-day. We can disengage and continue to give input, continue to receive feedback. Maybe it can be a weekly thing, maybe it can be a monthly thing where we sit and talk and see, okay, how things are, review things and share where they can make changes and so on, right? So this is a settling in stage, right? Then the growth stage where a leader is functioning well, the team is functioning well and they grow, okay? So the work is productive. It is not where it used to be, it has grown to another level, okay? So the leader is able to take it to another level. So here also as people who have raised up a leader, we are providing again a vision for the next level. It's a high-level vision, not getting involved in the minute things, minute operational things or decisions, okay? But again, it means that the person has grown to display certain things where you have the confidence, right? So you can release them to do that, okay? Maturity stage. Maturity stage is when the leader whom you have raised up is capable of raising up and is also raising up other leaders, right? Delegating other responsibilities. So the leader whom you raised up is raising up other leaders, right? And the thing is, most often whatever method you used, you know, whatever learnings you imparted, now those are the ones that it's going to be passed on, right? So we need to be careful, what is it that I'm, you know, what is it that I'm giving as input because that's going to be passed on, that's going to be affecting the next generation of leaders, right? So you be mindful of that, okay? So then again, a transition stage where maybe the leader has become, you know, it's kind of reached a plateau in their role and we can actually help them move into a next stage, maybe a new ministry, new role because they've raised up a lot of leaders, right, to fit in that and then the team is functioning well. So, want to switch on the fan? So, and so maybe a transition stage could be that where you, you know, let someone else take their, from the team itself, take the present role that they're doing so that this person can be moved to a much bigger role with a bigger scope, bigger responsibility and so on. Okay, so this is a simple, yeah, yeah, the growth stage. In the future, they can take their own, I mean, like, not a ministry, maybe they can change any, the way of doing, like, what they feel, they can work like that. Yeah. So the thing is, you know, so which means it's always for the better, betterment of the church and ministry. Maybe they are doing some innovation and some thing which improves the whole process. There's better fruit, right? Fruitfulness, productivity, everything is increases. So yes, definitely. But there's no change in the vision. There's no change in the vision, there's no compromise on the values. There's no, you know, dilution of integrity or all those attributes which you're holding, you know, so that's the thing. The pastor who founded the church and all, he have a different vision. So the person who is emerging as a new leader in the future generation, what if they get a different vision of, I mean, taking the ministry into another way? Is that okay or? Yeah. So the thing is, I get what you're saying. Okay. Maybe, you know, let's say for example, you know, this person whom this pastor has raised up suddenly feels that, hey, we're not doing enough social work. Okay, we've reached a place, I think we're doing church planting, etc. But we need to, you know, we need to branch out, we need to start an orphanage, we need to start a school, we need to start a hospital, we need to start a college. Okay, so that now this pastor, this senior pastor doesn't have any of that. He just wants to disciple people, raise them up, release them into ministry and so kind of thing. But then this pastor, you know, feels this way. So the thing is this, to have a, you know, to have a discussion, to see, is there something that we want to do, we'd like to do, to pray about it. And yeah, if it's, to find, just go ahead and do it. Yeah. So it need not be a point of conflict. It can actually, yeah, it's a, you know, it's like a bigger thing, the scope and influence is going to be much bigger, wider. It's going to take on a lot of efforts. Maybe this pastor has the expertise, right? So to do that and the vision to carry it out as well and the gifting. So yeah, so it can be something that can be agreed upon and focused. Yeah, so that can be done. Okay. So it's a very exciting, you know, process of, oops, of, sorry, of raising leaders and it's a very satisfying, deeply, you know, satisfying thing to see people come into their place of destiny, right? Discover their calling and step into their calling and purpose and and, you know, live out their destiny for this. So it's, it can be very satisfying thing, but it's also, we know that, you know, things may not always go right. Okay. Like we see, even in Paul's case, we see that, you know, there are certain people, he says, Demersus Forsaken, you know, he's loved this present world. And people who are part of the team who, who actually, you know, kind of left halfway and so on. So it can be disappointing. It can be painful as well. But at the same time, it's exciting and very satisfying to see people discover the call and pursue God's call on their lives. Okay. Creating opportunities for development develops leaders. Okay. So when we create opportunities for people to lead, that actually really hastens their leadership development. Okay. So why do we hesitate to put people in a place of leadership? Because we feel, okay, maybe they will not deliver. We see some faults in them. And then maybe, maybe they will not deliver. Maybe they will not do the job as good as I used to do or I have done so far. And I don't want them to pull it back from where we actually raised up. We don't want to, we've come to level five, we don't want to go back to level one. But the thing is, when we raise up leaders in the right way, making sure that they're able to carry the load, making sure that they are skilled, making sure that they are developing their skill in gifting. And at the same time, they are equipped and they have the equipment or the tools to get the job done. So when we create opportunities and we place them in positions of leadership, they will thrive and they will do really well. Okay. Feedback, encouragement and correction. Okay. Now, this is something that's very important. Like even as we go through that, you know, those stages of leadership, we should not hesitate to share feedback. Okay. Now, not all feedback is good. Okay. If not all feedback is like, oh, fantastic job. You've done a great job. It is good. Not all feedback is good. Some feedback could be, you could have done better. Some feedback could be, today was very bad. Okay. So the thing is, but that feedback should be shared. That truth should be spoken in love and should be communicated in a gracious manner, right? In an honorable manner so that the person is not broken, you know, the dignity of that person is not removed or anything. But you are able to share. Okay. You share what needs to be done. You share this is what happened. Okay. So, which means if we can have a culture of sharing feedback, encouragement, correction. Okay. So when we know the, what is the heart of it? Why are we sharing it? Is it to, you know, constantly find mistakes? No. It's so that the person can be better. It is so that the department, the team, the ministry can be better. Right. So when that is done, then, then, you know, it's, it develops the leaders, develops strength in leaders. So what do you think? Is it, is it easy sharing feedback? Depends upon the person to whom you're sharing feedback, is it? Why? So we have a feedback of correction or a negative feedback is always difficult. Because you know, but the thing is, no matter how sugar, you know, how, how well you share it, people will get hurt. Right. Because you're actually talking about their performance, something that was not done right. So when there's correction, when there's negative feedback, there is a very highly likely that people will get hurt. So we need to be aware of that. We can't be saying, okay, the person will not get hurt. Anyway, okay, this is going to hurt. The person may not take it well. But I have to do it anyway. As a leader, I have to do it. Right. So many times, what happens is, like somebody said, you know, we share 80% of the feedback. Okay. 80% of what we actually need to do. And at that 20% we hold back. Okay. Thinking that, okay, if I share this, maybe, you know, it's okay. I'll let it slip. That's fine. The 20% I don't share. And that 20% is what really matters. And that 20% which you held back is what really matters for that person to change. Right. So, yeah, so sometimes we feel, okay, maybe I should not share this. I'm just holding it back. No, you share that. But share it in the best way possible. Some people have the ability to share it graciously. Maybe we need, some of us need to learn it. But you need to do that. Right. This will really help develop leaders. Okay. Yeah. So when we have a culture of leaders developing leaders, you know, it really multiplies the process, the nurturing process, or the leaders being developed in an organization in a church. Okay. So it's, it should be a, you know, it should be a, it's a great place, nurturing place. It's a great culture, nurturing culture when we have leaders who are developing other leaders, right? You see somebody and they're encouraging and they're saying, Hey, why don't you do this? And that person, you know, pretty soon, maybe a few weeks down the line, you see that person taking up and being passionate about that, you know, they're carrying the load. So it's a, it's a very wonderful, it's a very thriving place when you have that nurturing culture. Okay. So we should always be an example and also encourage that, encourage that kind of culture intentionally. Okay. Any questions? Yeah. Okay. Okay. So the next thing is about decision making. Okay, decision making within, let's say an organization. Okay. So we're looking at how we need to, we looked at how we need to organize people, resources, time, etc. Now, when it comes to an organization, when it comes to a department, a ministry, decisions need to be made, right? So what kind of decisions generally will, like, let's say, a Bible college, what kind of decisions would have to be made? What do you think? How to do the schedule? Schedule of the college? Okay, that's a decision. Okay. So what, what is the timetable? What are the subjects? Who's teaching what? Yeah. Standards, meaning? Okay. So discipline guidelines for the students, for the staff, right? Okay. Okay. What other, like, decisions would require, would be required? Yeah, sorry. Say it, say it. Use the mic. I was giving the mic. Oh, or students, like, for example, like, if they are doing something wrong, okay. I can't say punishment, but like, like, the consequences of the students. So the whole discipline process? Yeah. Is this a standard? Obviously, if those standards are not met, there will be consequences. So, you know, so that particular, so this is the consequence. So the thing is, you know, there are a lot of decisions, right from operational decisions, staffing decisions, right from the menu, vendor, you know, a lot of decisions in an organization. So the thing is, now for each of these decisions, if you are the senior most person in the organization, for each of these decisions, you know, the tendency is, okay, I'll ask the senior most person, right? Okay, I'll ask what he thinks, I'll ask what she thinks. Why are you asking? Because you want, you have to make a decision, but you are asking for the approval, right? I want, okay, can I go ahead? Can I go ahead and buy? Because I need to get my money reimbursed. I'm paying with my money, I'm buying something. Can I go ahead and do it, etc. So you're looking for approval, right? So one thing that we need to put in place is the, within the organization, if so many decisions, the countless decisions, so the whole process of how those decisions can be made, okay? So the first thing is the standards, okay? What are the standards for making a decision, okay? Let's say, for example, if you need to put out a video, okay? A video of somebody's message, okay? Church Sunday sermon, video we need to put out, okay? So what is the standard? Quality standard? You know, how should it be? What is the design standard? Everything, you know, one needs to, because if we don't decide that, then one video will be like this, the second video will be like this, the third video, and there'll be varying standards of quality, okay? So we'll say, okay, this is good, this is bad, and so which means we need to make our standards very clear, okay? For example, like if you look at the books, the publications, right? A long time before it was decided that we're going to have only black and white, okay? No color, it's going to be black and white, okay? So there are several reasons, one cost, and then also, it was a design by itself. It's something that stood out by itself, where it's black and white, etc. And we also decided that the author picture will not be there, okay? Author's name will be there, the author's picture will not be there, okay? So that was something that we decided. So these kind of things, we have to ask the author, but the authors decided that the focus, the author should not be elated. You know, it's not about the author's popularity or whatever. Yeah, so that was it. So author had nothing wrong in other authors putting their pictures, but the fact is that this was it, so yeah. Actually, there was a one funny instance where there's actually a Bible college student before he joined actually. So we went to this conference, so he met him, and he came and shook hands and said, oh, you're, you know, you're so-and-so. I thought you'd be a very old person. I read your books and the way you read it, I thought it was an old person, but you're such a young man. And then he joined the Bible college after, you know, that year. So yeah, you're right, people can know, but now anyway, everybody, you know, on social media and everything, people now identify it. But anyway, so that was the thing. Yeah, so whatever standard it is, you know, you just make it clear, and it always helps. And of course, I'm just repeating this, you will learn more in depth in the church administration subject, more in detail about accounts and all those things, but this is just a brief thing. So the standards need to be documented. Okay, so suppose I say it, and I go, you know, I'm not there in that role anymore tomorrow, the standards still need to be kept. Right, so the best way to do it is to put it in writing, document it, upload it somewhere where someone else who comes in my place also knows that this is the standard. Okay, so we can easily refer and say, go through it, this is the guideline, this is the standard, this is the specification, and that's how we want it. Right, so the person doesn't have to reinvent and, you know, waste time and all that. So this is how it is. Okay, okay, then the second one is to have a proper system for approval of decisions. Okay, one is, first one is standard for decisions. The second one is approval process. Okay, if it's going to be, okay, let's say we need to get coffee for a particular evening meeting here. Okay, so who approves that? Does Pastor Ashish approve? Do you approach Pastor Ashish, can he buy coffee? Okay, so who do we have? The administrator. Okay, or the biblical administrator. Right, that's it. Or let's say you want to have a particular meeting in the college, so you know that, okay, these are people who can give us the approval. Okay, right, so you have a process in place saying or approval of, let's say, even purchases, you know, mainly those are the operational decisions, right? Every day, you know, money needs to be spent and so on. So how can I do this? Who needs to say okay to this so that I can do it? Right, so you choose or you set in place, okay, for approvals, you check with this person. For approvals of, let's say, 5000 rupees, you check here, this person or this manager, this late ministry leader can approve. For purchases above 5000 and to 10,000, someone else can do that. For buying land and, you know, machinery and all that, then it has to go to the top person, right, who needs to approve that, right? So you have a system in place, then it becomes very, you know, very smooth the whole thing within the organization, right? So every time you don't have to check, can think, can spend a lot of time, okay, who needs to do this, who needs to do that, you know, because you've already kept in place, okay? Then when it comes to decision making within the organization, be open for discussions and inputs, okay? So having a culture, okay, so when you have this process, it doesn't mean that it is set in stone, it can always be flexible and change. Maybe the scenario around is changing, maybe the, you know, there are better pricing, right? So things like that are there. So we can always discuss it, share feedback and then arrive at a decision, right? So this will always help in preventing, you know, bad decisions or poor decisions, right? Okay. Then as a leader, one has to take responsibility for the decisions that are made, okay? So the ultimate responsibility leads with us or stays with us as leaders. If we are responsible for leading a team and the team makes a mistake, then we take ownership for it, right? And we say, okay, whether good or bad, we are, we are the, the owners is on us, right? The responsibility for that decision is on us, okay? So I cannot just pass on the blame and say, he did it, she did it and so on. So it's, it's upon me, okay? Okay, okay. Any questions here? Okay, decision making approval process? Okay, so these are things that you can put in place, right? And then you think about it, okay? If you're, you know, if you have a goddess putting your heart, desire, you know, to start something like, maybe it could be a school, orphanage, church, plant, whatever it is, you know, you start thinking on those lines, right? Getting into those, those, those details as well, right? Okay, so creating and nurturing kingdom culture, okay? So what is culture? Okay, lifestyle. So why are we not wearing tie and suit and tie and Francis is in t-shirt and, you know, a nice interesting t-shirt. So, what is that? Why? See, the first day, some people would have come in tie, right? Nikhil, you came in tie, you know, you know, some time and then during the orientation, they suddenly realize, hey, I think I'm overdressed. Look at that, that pastor who's speaking, he's like coming in, you know, a shirt, he's taken off everything. I'm, he's not tucked in a shirt and he's coming in jeans and then suddenly you realize, okay, maybe this is the, it's not, I didn't find it written anywhere, but this is the culture. You know, this is the way of doing things, this is their custom. They're not leaving their shoes outside the classroom, you know, so you just realize, okay, this is the culture, it's something unwritten, okay? So it's a custom, it's based on really beliefs and values and so on, okay? So, so what is the kind of culture that you want to see in your church or organization, right? So it takes time to develop the culture and one has to be intentional about the culture, meaning that you reward every time, you know, something is the kind of culture that you want to see, well, it's happening, but if something is happening that is not against, sorry, that is going against the kind of culture that you want, you know, maybe you want, you know, a culture where people are not gossiping, you want a culture where people are like nurturing one another and so on, right? So it has to be created, reiterated just like the vision, right? So it needs to be created, it needs to be reiterated over and over again, so that people understand this is what it is. But most important, you know, as a, let's say a point of reference as a leader, I need to walk in it, right? I need to walk in it. Otherwise, things can really fall apart very quickly, right? Okay, so we can look at, you know, the kind of kingdom culture that we want, whether you want, okay, what we see in the Word of God, this is the culture that we want, the culture that transcends all other culture, the kingdom mindset and kingdom thinking, etc. Maybe, you know, in your church, you want people to think in terms of the kingdom of God, you know, they're not saying my church, your church, you know, our church is better, but they're thinking in terms of, okay, this is God's kingdom that we are all serving, like what we see in Corinthians where Paul says, right? He says, okay, I, you know, I sowed, somebody watered, but God gives the increase and we are all co-workers with God and to have that kingdom mindset, okay? So, which means it is there, you know, what you're sharing from the pulpit, how you're living your life, that you're not, you know, putting down other pastors or other churches or you're not making fun of them, you're not, you know, constantly complaining about them, but you are actually, you know, creating that kind of a culture. So, the people also think in those terms, right? Okay. So, we teach intentionally kingdom culture and we need to know that, you know, I myself need to practice it, okay? So, I need to be the culture that I want to see in people, okay? Because we actually reproduce after our own kind, okay? Like Paul says to Timothy, be an example to the believers and he lists out a lot of things, right? Word, conduct, love, spirit, faith, purity, okay? So, that is something that we can do, okay? What is accepted? What is not accepted? No, create, I mean, communicate that, okay? Like for example, I think with the worship team, we, you know, we told them very early on that if you're not practicing together as a team, then you don't get to play on a Sunday morning, right? You need to have practiced together or rehearsed together and if you want to come to the rehearsal, you need to have individually practiced, okay? You practice your instrument or you're singing whatever on your own and then you come together to have your rehearsal with the team and of course, so if you're not doing that, you know, maybe there once, you know, there will be one emergency or, you know, something happened where the whole church is involved in doing something and we could not find but it cannot be repeated. So, if you're not doing that, you know, it's fine. The bass player didn't come, he couldn't make it, it's okay. Let's go without it, right? So, you create a culture, you communicate what is accepted, what is not. Now, there could be some exceptions here and there, okay? Somebody, genuine reason, somebody gets stuck in traffic, they're not able to come on time but we're over and over again, we are emphasizing, hey, one needs to be on time, okay? Like for example, last Sunday, I was not scheduled to leave prayer at South, you know, unlike Central, all the other locations, we have a time of prayer, half an hour before the service starts. So, 8 to 8.30 is prayer time and then 8.30, worship, okay? So, Central because we have two services and we can't, you know, the team is practicing and so we don't have that. So anyway, so we have a roster of prayer leaders who will come and lead but I'm there and then 8 o'clock, prayer leader's not there, 8-1, prayer leader's not there. So, 8-2, I started, you know, I was not scheduled and I was, I scheduled to lead worship but somebody had to do it, right? So, you just started off and things. So, okay, there was a genuine reason but what we're saying is if you're not here by 8-1, you know, you will not be leading it, okay? So, someone else will do it, you know, we cannot do it this way. So, and I remember this is not the, you know, I remember the first time coming to APC South, I think, Jainagar. The worship team was sitting aside. Why? The whole team came late, okay? The whole team came late. So, Pastor said, no, you, it's okay, you just sing, we'll start. So, I think, I don't know who sang and it was like that. So, I'm just asking these guys, hey, why are you guys not playing? I was not part of the team then. So, I'm just, you know, I'm, Anu's attending. So, I'm looking and the drummers sitting there with the drumstick and everything. I said, why are you not playing? I'm saying, no, we came late. So, that's a very powerful message that is communicated saying that, hey, if you are not honoring the time and you know, if there's no genuine reason or anything, then you cannot, right? So, culture is set when we communicate, when there is acceptance of certain things, when there's non-acceptance of, you know, the standards which you don't want to accept. So, the thing is this, culture, when it is set, it's a good thing, but if it's something, it's a negative culture, then it's a terrible thing, right? If it is, and it takes a lot to undo that negative culture, okay? Yeah. Okay, so, have you seen that picture that is there on the screen? You've seen that, okay? So, it talks about the core values. The inner circle talks about the theme, content, method, passion, goal. The outer circle talks about integrity, excellence, etc., you know, pioneering relationship. So, each of these words, they are, okay, they are put there because they mean something, because they are held in high esteem by everyone, you know, by the leadership and, you know, so that is why we call it the core values, right? So, and it's good if you, you know, in your organization or team that you have, you list down some core values and they say, okay, these are things that are going to be of high value for us, okay? As a church, as a team, these are going to be high value for us, okay? Okay, do away with what is contrary to the culture and do not encourage any belief, values or practice that they are contributing to a culture that you don't want to create, that you don't want to tolerate, okay? Affirm when things go right and lovingly correct when people do it wrong, okay? We will always have exceptions. We will always have people who are not adhering to it for whatever reason, find out and try to help, right? Help them, okay? Shall we stop here? Okay, let me just quickly make some comments here about, you know, a culture, a community culture that we, that's adapted from the House of God book publication, okay? So, it talks about the early church in Jerusalem right after it was, after the outpouring of the Holy Spirit and it was formed and so on. So, some observations there, right? So, a community doesn't mean that people are just getting together and they like each other and they, you know, they want to hang out with each other and, okay, you know, is that a community that is a kingdom community, right? Or is that the kind of culture that you want? The thing is this, in a community of believers, right, we are saying that they are relating to each other in a manner where the Lord is at the center of it all. There is always this awareness that I esteem the Lord, I esteem the Word, I esteem the things of God and I put it at a high place, right? So, that is something that is common to that group of people coming together, okay? Spiritual nurture, growth and spiritual things, you know, these are communicated, emphasized, okay? So, what are we looking at? We are looking at, see, some of these observations from the church in Jerusalem, okay? It talks about, you know, Acts chapter 2, right? 44, it talks about, okay, people were together, people had things in common, etc. And the other things that we observe are these, right? And this is all, this is very important and it needs to be there in a community of believers, right? Okay, we will continue with this. Next class, we will stop right here.