 So today, before we get into the session, I just want to read from 1 Corinthians chapter 3, where Paul addresses the Corinthian church and talks to them about carnality. And then he defines what is their struggle with carnality, what specifically they are struggling with, which is division and strife, right? So 1 Corinthians 3 and verse 3, for you are still carnal for where there are envy, strife and divisions among you. Are you not carnal and behaving like mere men? For when one says I am of Paul and another I am of Apollos, are you not carnal? Who then is Paul and who is Apollos, but ministers through whom you believed as the Lord gave to each one? I planted Apollos watered, but God gave the increase. So neither he who plants is anything, nor he who waters, but God who gives the increase. Now he who plants and he who waters are one, and each one will receive his own reward according to his own labor. For we are God's fellow workers, you are God's field, you are God's building, right? So Paul putting things in perspective here and some things that we notice is that Paul says that he has this very clear understanding about his fellow ministers, right? We can say his team, right? Even those who are not part of his team, he has this beautiful, you know, understanding his strong revelation understanding, which cuts through all that carnality and which cuts through all the division and strife and puts things in perspective for the Corinthian believers that despite all the differences in roles that they are one, right? That he who plants, neither he who plants nor he who waters is anything but God who gives the increase. And then he goes on to say we are God's fellow workers, right? And the reason for us to, you know, even as we read through this, we understand that we are God's fellow workers, that we are God's team, right? And we, in fact, God is partnering, we are partnering with what God is doing, right? We are part of God's team and that's, that's God's invitation for us to be part of his team. So that is easy for us, you know, as believers to come to terms with. But the second thing, most important, the, you know, most important thing is that each of us, given our different roles, maybe in leadership, that we are one, right? And as a Christian leaders, it's important for us to have this strong perspective or strong understanding, so that it will, it will bring in unity in the body, right? It will bring in unity that we understand that we are God's team, that each one of us, we are God's team that, and that we are all different, we are all doing different roles and different tasks, but we are one in Christ, right? So let's pray that we would have this perspective that we would not miss out on what God has for us, yeah, let's pray. Father, we thank you. Thank you today that Lord, for these words, Lord, for this understanding that despite our different roles of sowing and watering and reaping, Lord, you're the one who gives the increase and Father God as leaders, Lord, as Christian leaders, Lord, we pray today that you would give us this heart, Lord, to see one another, Lord, those of us who are working together, Lord, maybe in teams, Lord, to see one another as one and each one receives the reward for each one's, for one's own labor. And so, God, I pray for this understanding to sink in to our hearts, really, that our hearts will grasp this revelation so that we will put it to action, Lord, even as we function in teams, even as we work, God, in whatever you've called us to. We thank you. In Jesus' name, we pray. Amen. Is there a problem with the network, internet? I see that a lot of dropping off the call, I'm not sure, just sharing our notes. So we started by looking at, you know, building a team. When it comes to team building, we started by saying that there are a few things that we can look at and based on what John C. Maxwell also writes about in his book, about teamwork, that either we can recruit or start from scratch, people with these capabilities or these abilities, in addition to their skill, you know, when we are looking at any organization, when it takes in people, it looks at what can they bring in that specific area of need for that organization, you know, for example, if it's sales or marketing, or let's say in ministry, you know, maybe that person is taken in as a worship leader or as a pastor or as an administrator, right? So the primary thing would be the area of skill, you know, can this person be in worship, is a person musically inclined, does a person have those abilities, or as an administrator, as a person have prior experience, is a person organized, is a person, you know, have all these, is a person disciplined, or as a, you know, as a pastor, the other person have, you know, adequate experience shepherding, you know, God's people and so on. So the skill is something that we would normally look at. I'm sorry, but these qualities of being in a team, you know, since ever, since we're looking at building a team are some things that we need to look at as well, okay? So for the while recruiting, now, it is possible that while recruiting, that people may not have these qualities in a well-developed measure, right? These abilities might be there, but it may not be fully developed or, you know, maybe it's not there, some of these things. So that's the second part of it, you know, if we are building a team, and building a team which is already there, right, people have already been recruited or people are already there, then how can I ensure that these qualities are there? And how can I ensure intentionally to build these qualities in people? Okay, so first thing that we saw last session was adaptability. You know, is a person able to adapt? So being able to adapt, meaning is a person agile? Are they able to adjust? Are they able to, you know, kind of assess their strengths and resources and is a person able to come up with solutions, new ideas and even, you know, adapt to change, right? If there is a changing environment, if there's a changing need, change in strategy, so is a person, how quickly is a person adapting to change? Or is a person going to be very rigid, you know, completely not, you know, not comfortable with change, right? Then it's going to be a problem. So to be adaptable, here are a few things, right? We need to be teachable because that's a very important quality. One needs to be teachable, which means open to receive suggestions, open to receive instructions, open to learning new things. So if this is not there, then I cannot adapt, right? Emotionally secure, not threatened by change because adaptability, adapting to new processes, adapting to new people, adapting to new, you know, structures within the team. So not emotionally threatened by any of these things. Say, this person will take my place, this person will replace me and none of those, right? So it must be emotionally secure and also creative, you know, think of new things, new way of doing things, a different way of doing things and, you know, not be fearful of crying these things, right? And also have the ability to serve, you know, have that serving mindset and also not focusing on oneself, but focusing on others, right? Focusing on the team, how can I help the team? How can I build strength into the team? How can I give, bring value? So these are things that a person should have, right? So the first thing is to look at ourselves and say, you know, am I adaptable, right? If I'm not adaptable, then it's going to be a problem. I could be replaced, right? And especially with today's, you know, what we see in this, a typical example would be, you know, the 2019 and 2020, right? And world over with the pandemic hit and the way ministry was done, the way church was gathering changed overnight, right? Because of lockdowns, because of restricted, you know, restrictions and gathering together publicly in person. So the church had to adapt. So if the church did not adapt, then it had to, you know, that particular gathering had to close down. So it had to adapt to new technology, it had to adapt very quickly. And even after the, you know, after the pandemic, dwindling down and everything returning to normal, a sense of normalcy at least, we see that, well, the way church gatherings met was different because it was in person and it had to be online as well because there were a lot of people who are tuning in online, maybe not from the same city, but from different cities, maybe from different countries. So one had to adapt to technology, you know, constantly improve on whatever technology was being used to look at other ways of, you know, improving the quality and making things possible. So one had to adapt without which it was very, very difficult, right? So adaptability in a team member is very important. The second one is collaborative. What is collaborative means? It means to work together, to be comfortable working together, to thrive working together. Like somebody said, cooperation is working together agreeably, but collaboration is working together aggressively, which means that it's not just about agreeing, but it's really putting effort and working together for results and collaborating. Now, so how does that happen? It happens when we see one another as people who are helping one another, as collaborators, right, as one of the same team and not as competitors, right? When we see each other as competitors, though, if I, you know, if I share this information, then this person will do better than me. Or if I help this person, you know, with this skill or with this tool, with this new learning, then with this revelation, then this person will go further than me, will do better than me, will preach better than me, will relate to people better than me. All this attitude has to change, right? And to be supportive and not be suspicious, you know, in the name of discernment, you know, we could be very, very suspicious of people or maybe because of past experience and so on, but we need to reject that, discard that and be supportive rather than be suspicious of people. Okay, what else will help to focus on the team, you know, and to ask ourselves, you know, am I a person who works together? Am I a collaborative person who's helping, who's receiving help, who's getting information, or am I, you know, the opposite of that? Okay, and a good way to see is, you know, is the team moving faster when I'm working together or am I dragging the progress of the team? Am I slowing down the progress of the team? So it's a good question to ask, right? So the mindset is to collaborate, to work together, right? Well, when we collaborate together, it means that we are, you know, when we see that each one in the team has his or her own responsibilities to take care of, right? Now that has to be done, that has to be, you know, met with, that has to be taken care of. And in addition to that, not only looking out for our own interests, as the word says, to look out for the interests of others also, how can I help them? Because when we help the team member, then the whole team benefits, right? So in ministry, we would see, and it's okay, you know, maybe not to not divide ourselves, not divide the body of Christ, and not see another church as a competitor or another pastor or a ministry as a competitor, but to see, to have that kingdom mindset, to see ourselves as all being in the kingdom of God, and therefore, to collaborate, right? Now there are certain things, you know, when it comes to collaborating, right? We one cannot collaborate with everyone in the same capacity, right? For some, it could be just maybe our collaboration is to help them financially and it stops there, right? Maybe with some people it is to give us, give them the time that maybe share some resources, time is also a resource to share resources like a skill or a learning or a technology, right? To share with another ministry, okay? This is what we have learned and this is what we are using in our ministry. And so just want to share that with you, share that learning with you so that you can also, so all this, you know, these are ways by which we can practically collaborate. So with, you know, so there are different ways or levels of collaboration, right? And so it also depends on the vision of that ministry or that church that you're collaborating, that you seek to collaborate with and all, you know, so it matters, right? Okay, the third thing is commitment. Now it goes without saying that if there is a half-hearted commitment and no, no, it's not a wholehearted commitment, then it's going to become difficult to be part of a team and to help others in the team, right? We're looking at different things that we can develop in the team so that the team functions well when you're building a team. These are qualities that the team member needs to have or develop and commitment. When there are difficulties, when there are challenges, that exposes, that brings to light our level of commitment. You know, are we still committed to the project? Are we still committed to the assignment? Are we still committed to the whatever work that we are doing, the work of ministry? These, when we face difficulties and there are maybe trials, maybe there are challenges, these expose our level of commitment. You know, maybe when people give up, then that shows us that, okay, this person is not maybe that committed after, right? They are committed to some extent when things are fine, but when there are difficulties, when there are challenges, the person wants to back off, right? So, it exposes ourselves personally, our level of commitment. Are we still committed? Will we still do it, whether we like it or not, whether we, you know, whether we benefited or not? Are we still committed? So, being committed, you know, one good thing is, it does not depend on gifts or abilities, right? It does not depend on any nointing. It is a choice. It is a decision and not, it is a decision that we make irrespective of how the environment is, our surroundings are, right? It's a decision that we make. So, the commitment is strong when the choice that we make, whatever we are committed to, is based on our shared values, things that we hold in high esteem, right? So, when we look at, okay, integrity, when we look at, you know, things like that in high esteem, that's our value, then we see that, that's something that, that is something that we see that really fosters commitment, helps commitment. And we need to, you know, we need to build that when we see, we need to, of course, model it ourselves for our team. And we need to build that in the team, you know, talk about it in the team, saying, guys, it is going to be difficult, right? This is what we will face. For example, you know, if there's a mission trip or if there's, you know, outreach, if there is, whatever, you know, be the thing that the team is doing together, it's good to, you know, it's good to, just like how Paul would write to Timothy and say, you know, do the work, do the hard work, do the work of an evangelist, endure. You know, this is how everyone who, who, you know, prepares oneself in the secular arena of games and everything. This is the one how an athlete prepares. So you need to be ready in season. So it's good to talk to the team, right? We need to do that and tell the team, you know, this is what you can expect. These are some challenges that you can expect. These are the hardships that you can expect. These are some things that you can, you know, that might come against you. But we need to press on. So we want to invite you to be, to be committed to the task. Now, despite all these things, you know, let's work our way through. And so, so that would help the team to prepare their hearts to make a choice to be committed, right? Because the team needs to be committed in order to be successful in order to get things done. Right? The fourth thing is coming, we've been looking at the list of things that we need to build, which are helpful for building a team. And these are qualities that we want to see in every team member. Right? Okay, so the fourth one is communication or how healthy and effective communication is there, is prevalent in a team, right? Is present in a team. So because we, as we saw earlier, if there is communication, then there is a healthy connection. And if there's a healthy connection between team members, then there is understanding. It improves, it brings about understanding. You're able to understand the other team member or the members of the team. And when there is an understanding, then it brings about, you know, a sense of caring, a sense of, it eliminates a lot of things. There's no misunderstanding. You're able to work together better. You're able to relate to one another better, right? When you understand the person. This is the, this is the background the person has come from. These are the challenges that the person is facing. This is why he or she, you know, is, is doing what he or she is doing. And we're able to understand the person better. And even when they make mistakes, right? We don't come on them too hard. We're able to help them as a team to overcome the challenges, right? Rather than saying, okay, this person is worthless, this person does not keep up the commitment. You know, we're able to understand, okay, this is what is the background. This is what the person is facing. Maybe there's some health challenges. Maybe there's some challenges with the family. Maybe there is, there are some pressures that the person is battling. Maybe some financial pressure, maybe some relational pressure in the family. And so, so, you know, that person is struggling with all these things. And therefore, let's help, right? When it comes to communication, you know, there, there is every, every chance that when you put a group of people together, that there is chance for misunderstanding. There is also a possibility of, you know, because of that misunderstanding some relational tension, right? Relational tension, meaning conflicts or potential conflicts, right? It's not a conflict yet, but it can be if it's not addressed the way it's heading. It's all within, right? So the thing is this, the acronym, D I R T dot, which means don't ignore relational tension. You know, if there is, if you sense there is a tension, address it and talk about it. Maybe, you know, maybe sometimes it's not possible to just bring it out completely, but just address it. Guys, you know, this is what we need to do. You know, you don't have to point out and say this person, this person, you know, you are, what you're doing is, you know, where you are relating to each other is wrong. You know, sometimes we, it's just you just getting a sense of tension between, between the two. And so we need to, we need to make sure that, that, that is, you know, that, that kind of tension is addressed. Right. Okay. What is the next one? Next one we see is competence. Competence is skill. Okay, competent, being competent. It is skill. Okay, so what does that, what does that mean? Okay, to be competent is to be skilled, to be qualified, to be capable. Okay. So to be skilled, what is it that you are to, to do? What is it that we are supposed to, what is it that we are supposed to accomplish as a team? What is it that we are here to do as a team? What is it that we are supposed to accomplish? Right. To accomplish that is every person skilled. Right. Is the person competent to carry out the task? Right. So, so here, here are some things to look at. Right. Is the person committed to excellence? Right. So it's not about skill, having possessing the skill. Right. Maybe the skill is, for example, it could be, you know, learning and experience in accounts maybe, or, you know, any other than just taking accounts as an example. Now, the thing is to be committed to excellence. Right. In the accounting task itself to be committed to excellence and not settling for anything short of excellence. Now, excellence is not perfection. Excellence is not never making a mistakes, never making mistakes, but it is bettering than the previous time. Now, it's a very, it's a, as a, as an individual, I say that I'm, let me do this better than how I did last time. Right. So to be excellent in it and committed to excellence. Then, then another thing that helps is this, that we are focusing or we look at the details like the small things. Most times when, when we look at certain things that, that became a big mistake or a big catastrophe, we see that these small details were ignored. Right. We see that there were, there were things, these small things, these were ignored and that became a big, a very big challenge. Right. Some of these very big accidents that have happened, you know, some, something to do with a space shuttle. Every, you know, you look at some of these things when they, when they analyzed what went wrong. You see that somebody overlooked small detail, small detail. Right. So detail, being detailed over, paying attention to details will actually go a long way, will help the person to be competent. Right. Will help the person to be excellent. So that is the second one. Committed to excellence, being detail oriented. The third one is being consistent. These are simple things, but to be consistent in the effort, giving the best, to be consistent, not just, you know, in, not just when the person feel likes it, feels like it, sorry, or not just when the team or some people in the team feel like giving their best, but it's to be consistent. Right. That would also reflect upon their competence to be consistent, consistently performing and consistently doing their job. Well, an example is, is a guitar company called Taylor Guitars, which manufactures guitars, premium guitars. So they ensure that there are no bad quality guitars with, or no guitars with any defect in a batch, like in a batch, let's say they make about 20, 25 guitars. They make sure that there is not even a single guitar with a, with a defect, with a manufacturing defect, with a defect to the word, with a defect in the design. Their attention to detail is so stringent that they make sure that there are no defects. So, so even today, when they come out, when they, that is why their guitars are highly priced, when they come out, when they bring out guitars, they make sure that there are no bad guitars or bad quality guitars. So that is their attention to detail. So, so what I'll, what I'll, what we can look at is a few, few more things to improve competence. Okay, what is it? Focus. Right. Develop the ability to get the details, right. Attention to implementation. You know, these are some things that, that will help us with the competence. Okay. Okay. Then along with competence, you know, this quality is very, very important, which is dependability. Right. I'm sure if you work in teams, you know, there are some people who, whom we can depend on that you can give them the job. And you can just forget about it. Right. And you know that it will be done. Why? Because they are dependable. You don't have to remind them over and over again. You don't have to go behind them till the last minute. You can just give them the task. And you can be sure that it will be, it will be done. They are dependable. Like they keep you informed if it cannot be done within advance, so that something else can be done. They keep you informed if they cannot make it for something, for some activity of, you know, in advance. Right. So they are dependable. Right. So, you know, everyone knows, okay, whether they are dependable or not. And we need to ask ourselves, am I dependable? Am I dependable? When people ask me, when people give me a task, am I dependable? Or do I make excuses for not getting certain things done? Or at the last minute, do I pull out? Right. Do I give excuses? Do I pull out of it altogether? Or, you know, do I communicate to the team? Do I communicate to the leader? My difficulty challenge is in advance, so that some alternatives can be done. Right. These are, you know, these are qualities of being dependable. Okay. So what are some things, the motives are pure. Right. They have a strong sense of responsibility. Dependable team members, they have the desire to do the things. They have a desire, which means they are interested. Right. Well, it is difficult to be interested when things are difficult. It is when things are challenging. Right. But they ensure that they want to do this job. They want to get the job done. They have sound thinking and good judgment. To become dependable, we need to check our motives. You know, that will help us. You know, what is my motive in being part of this team? Like, if my motives are not there, in the sense it is not correct, then I won't be dependable. You know, my priorities are different. Right. If my motive is, well, I'm just here. I'm not going to work hard. I'm not going to give my best. If my motive is that, then my priorities will be different. Right. So I cannot give my best. I will not prioritize the things that I need to do with the team or for the team. I will not prioritize. I will not give it importance. Therefore, I will not be dependable. Like last minute, I will pull out. I will say, I cannot do this. I'm not able to do it and so on. Well, the team has been dependent on me. Right. What are you bringing to the table? Right. So check your motives. If we can even ask someone, you know, am I dependable? What do you think? Am I reliable? You know, sometimes our own estimation could be wrong. You know, because we give ourselves reasons. We justify and say, okay, this is why I could not. This is why I did not. Whereas we need to, we need to ask ourselves and we need to, you know, step into that responsibility. So we can ask ourselves and get a realistic estimation. Have I been reliable? We can ask maybe a friend, maybe someone else and maybe some, you know, some critique, right? Someone who, who doesn't always say good things about you. You know, it's a good thing to ask. When they give the feedback, it's good not to defend ourselves. You know, when they say, okay, yeah, this, you know, this particular day, this particular event, this thing that we've been doing. Yeah, you were not reliable. You did this, this, you did not do this. You know, you're supposed to submit something and you did not come forward to do it as a group project. Maybe they'll, you know, when they give that feedback, don't defend yourself and say, you know, but, but this is why, this is why I did not know, don't defend yourself. This will see that feedback and evaluate it, right? Also, if being the not right factually, when they're giving the feedback, we can clarify it, but without defending ourselves, you know, defending our action, clarify the facts. Okay, this came in at this time. I was asked to do it and this time and so on. So clarify the facts, right? And another thing is to have an accountability partner, someone who is, who will hold us accountable to our words, who will hold us accountable to our action, who will hold us accountable to our commitment. So when we are committed to something, did you do it? Right? Have you done it? Okay, today you did not. Tomorrow, are you planning to? Right? So someone who will hold us accountable, accountability partner could be somebody in the family, it could be some colleague, they can say, please ask me, give them the right give them the permission to ask us those difficult questions, to ask us those uncomfortable questions, right? Okay, so we looked at six things. We look at any, any questions till now? Anything that you might want to add, please feel free to ask, right? Any, any questions, anything at all? Okay, so the next one is, you know, is a person disciplined. Okay, we looked at is a person dependable is a person disciplined. So this being disciplined is one more quality to see if you want to recruit in a team, or if the person is already there to develop that ability, develop that quality to say, okay, is the person disciplined? Now here's interesting quote, where there's a will, there's a win, right? Our discipline is the refining fire by which talent becomes ability. So what does it mean? There's a skill, there's a talent, there's a gifting, but it's not translating into action, right? The person is, is not really doing anything about it. And to do that requires effort and discipline, right? To use that skill, one requires discipline, one requires, one is, one is required to make a decision, make a choice. So, so it becomes talent becomes ability. It's only because of discipline. Here's another thing, discipline is doing what you really don't want to do, so that you can do what you really want to do, right? So you do something that you want, don't want to do at that moment, because that is going to help you to do what you really want to do, right? So which means that it could be in the area of fitness, it could be in the area of studies. At that moment, maybe it just wanted to just want to just relax or not do anything or not get into it. But those are the times when we really need to put in effort maybe, and not take it easy. It's put in that effort so that it is, we are able to do those things, achieve those things for which we have been planning, right? So discipline is doing what you really don't want to do, what you don't feel like doing. It's just hard on your body and your mind, but you do it because it helps you to achieve or to get to where you really want to be or want to do, right? It's paying the price in little things so that you can buy the big things, right? Discipline is also, you know, it's not just actions, but before that it's in our thinking, it's in our emotions, it's in our actions, right? In all these areas, are we disciplined? Am I disciplined in my thoughts? Am I disciplined in my emotions, right? Or do I just let loose? Do I just let go? Am I disciplined? Am I sober-minded? As the Word of God says, be sober-minded. I mean, Peter writes, be sober-minded. Or gird up the loins of your mind. He says, right? Which means, am I disciplined in that? Do I? Is my mind passive? Is my mind, you know, all over the place, right? We've been given a disciplined mind by the Holy Spirit, right? God has not given us a spirit of fear, but of power, love, and a sound mind, right? So we use that. We utilize that. We don't let go of that, right? Discipline in our thinking, in our emotions, and in our actions, of course, not being rash, but being disciplined. So to increase this, to develop this, and to keep on being consistent in this, what do we need to do? We need to strengthen our work habits, right? Maybe we need to start at a certain time, you know, doing our whatever tasks that we need to do, plan ahead, and get those things done, and do those difficult things, right? Maybe, you know, we need to make that phone call to that person. Maybe we need to send that email to that person, or maybe we need to confront and correct somebody, right? So doing those things that are not comfortable. Okay, doing those things when we, whether we emotionally feel it or not, that is going to help build discipline, right? It's going to be like a muscle that becomes stronger, stronger and stronger. So strengthen our work habits. Take a challenge, you know, something that will require us, take some, something that will, some activity, something that will require us to act on something that will require strength, something that will require, you know, an intense thought process and so on, you know, act with discipline. And also, watch the words that we speak. Be careful of what you're saying, like what we're saying, and what is, what negative things are we declaring about ourselves, about that particular problem, and so on. So wrong confessions, right? Okay, any, any questions here? We've been looking at a few things. You know, these are all good qualities that we want to see in, you know, in teams and team members, very important, right? So it's good to go back to this list and see, you know, in my, the team that I'm leading, do I see this? Do I see this? In what levels do I see this? In what level of development do I see this? Right? Is it lack of maybe, and it's not there at all, right? Some of these things, if it's not there and the people, then we need to make sure that it is there. And why is it not there? Am I not modeling it? Right? Do I, do people see that in me? That's a good, you know, question to us, because we can tell people do this, but if they don't see that in us, then it's very highly likely that they will not do it, because we are sending out a mixed message. And the message is that, you know, I'm not going to do it, but you do it, right? And they're not going to do it either. So do I model this behavior? Do I model this first hand so that they can do it? Okay, the eighth one is enlarging, meaning we are adding to our team. So what do we mean by that? It's not about adding team members, but it's about adding value to each and every person in the team. What would add value to a person in the team? It's different for different people. It's going to, when we, when we commend the people for a job that is well done, that is adding value. We are complimenting them for a task that is well done and it's sincere and it's true. And so it is, they are acknowledged, they are appreciated and it's adding value to them. They understand that I'm valued by others. But also it means that when we bring in into their lives an ability or a skill or a learning, which they can use, it can be in the area of their work. It could be something that they can, you know, something that will help them with their family, something that will take care of their need, maybe something that they are struggling with. And we bring in that value that takes care of that particular area of need or lack or a struggle. So we are adding value. It can be from the word. It can be something that the Spirit of God quickens to our hearts. We bring in, especially, you know, prophecy, a simple gift of prophecy we've learned. It brings edification, exhortation and comfort to people. Edification, they are being built up. So we hear from God. We, you know, what is it, God, that will build them up? What is it from your word that I can share? What is the promise that they need to help? They are down. What is the encouragement that they need to hear from you? And sharing that will build them up in the inner person, like edification, exhortation and comfort. When we believe in them, their ability, you know, even before they start believing in us, when we believe in them, believe in their ability, believe in their skills and see through their, you know, the superficial difficulties and see through that and look at their strength and ability. And when we communicate that, then that's adding value. Okay. So that is enlarging, serving others before they serve us, adding value before they even add value to us. This next one is something that will really help the team, which really needs to be there. This is enthusiasm. Okay. Enthusiasm, which means excitement, interest and all put together, you know, interest and enthusiasm and excitement about life in general, but really about what the team is doing specifically. When there is enthusiasm, then all the challenges, they seem like very minor things. When there's enthusiasm, it's so contagious, it just spreads between the team members. And we see that it is a choice. It's again a decision. So we need to take responsibility for our own enthusiasm. So we need to say that, okay, you can't depend on the other person and what they do in order for you to be enthusiastic about your work. Of course, we can always encourage and cheer for the other person, but for that person to understand, for every team member to understand, I need to be enthusiastic. I need to be enthusiastic about ministry, about work, and I need to maintain my enthusiasm. Okay. So that's the ninth one. Okay, we'll take a break and then we'll come back.