 Okay, one verse and then we'll pray. It's actually not one verse. It's about four verses. Okay, from Proverbs 3, my son, do not forget my law and let, but let your heart keep my commandments for length of days and long life and peace they will add to you. Let not mercy and truth forsake you, bind them around your neck. Write them on the tablets of your heart and so find favor and high esteem in the sight of God and man. Okay, so do not forget my law but let your heart keep my commandments and then commands and then says for length of days and long life and peace they will add to you. Let not mercy and truth forsake you, bind them. So a lot of responsibilities that we have in keeping the law of God, in keeping his commands. So he says, you know, my law, God says my law and then my commands and then he says, you know, this will happen to you. You know, long life, peace, they will add to you, esteem, favor and a lot of things, benefits of keeping God's law from our heart. Now it says, let your heart, that's how it starts, right? First thing we see, let your heart keep my commands. So it's not something that we intellectually agree to or intellectually say that, yes, it is a good command, yes, that's a good light, good, you know, instruction, but our hearts keeping it, right? Which means that deep within you're saying, okay, this is something that I want to keep. It's not just saying that, okay, because people are telling me or because people are watching me or because I'm in some kind of an environment, you know, I will obey, right? So this is the heart keeping it saying, no matter where I am, no matter with whom I am, right? No matter who's around me, I will keep this command, I will obey. So that's a heart keeping the command, right? And all the other things follow, you know, length of days, peace, long life, they follow all that, but it starts with our heart keeping our commandment. So if we would make, you know, whatever instruction or whatever things that you're following right now, you know, with regard to following Jesus, with regard to reading the Word and everything else, if all this was not there, if you're not in this environment, if you're not in Bible college, if you're not, you know, having these schedules, would you still keep it, right? If you're not here, if you're not, you know, maybe not even in this country, if you're not elsewhere and completely different environment, would you still keep God's commands? So that's the question we need to ask ourselves, right? Because it comes, ultimately comes to that, you know, everything that follows is based on that, right? So let's pray, and then they just tell the Lord, Lord, no matter what, no matter where, right? No matter with who I am, or I choose to keep your commands in my heart, right? Let's pray. Father God, we thank you for your Word, which is, Lord, alive and powerful, and which is the truth, and which is sharp and convicting. And so, God, even as we ask ourselves this question this morning, God, would we in our hearts keep your commands, esteem your Word, no matter where we are? Lord, I just pray that you'll enable us to give a truthful answer. And Lord, if it is, maybe if it is no, Lord, we pray that you will enable us, Lord, empower us, Lord, draw us to yourself, God, to your presence where that change can happen, where we can come aligned to your Word and to the truth of your Word, God. Yes, Master, we commit ourselves, we thank you for everything that follows out of that, Lord. Everything that follows, everything that is, Lord, based on that, Father God, out of keeping your heart, Lord, keeping your commands in our hearts, Lord. And I just pray that each one of us will be, Lord, people who walk in it, who will experience it, receive it, experience it, and walk in the fullness of it. Lord, we thank you. In Jesus' matchless name, we pray. Amen, Amen. Okay, so how are things? Otherwise, yeah, we've been looking at, yeah, we looked at the confrontation, right, the, sorry, the Approachability Principle, and now we're looking at the Foxhole Principle. So, you know, all these principles are meant, though there are no chapter and verse, you know, we see that they are biblically based or based on Scripture, right? The Foxhole Principle is quite a simple thing. The term Foxhole just means it's a military term, right? It's just that, you know, it's like a hole where, well, the animal, the fox stays in, you know, it's like the home. But actually, in military terms, it means a hole that is dug by the soldier, right, in battle as a protection for him. So, he's carrying all the weapons and everything. So, it's in the heat of battle, a hole that is, you know, just under the ground and just big enough for him to be there to protection against the enemy's, you know, bullets and all that, you know, not to be cited, not to be an open view of the enemy. So, that's how, that's a Foxhole. So, what is this Foxhole Principle? So, Foxhole Principle is that, you know, normally in the military also, they say that if you're digging a Foxhole, dig one which is big enough for you and for another soldier, if not for two other soldiers, but at least for you and another soldier because, you know, that soldier who needs that protection can also jump in and fight alongside you, right? So, that's the Foxhole Principle. So, the Foxhole Principle means that in life, you always need, you know, whenever we encounter challenges or we go through seasons which are difficult, we need the help of others, right? There's so much that we can do by ourselves, but there's so much more that we can do when others are with us, right? And that is something that we're going to learn in the next section and about team where there is synergy, right? Where is exponential increase of strength and resources and, you know, everything that we do with our thinking and analysis when we do it with another person, right? So, that's the team and the Lord also, you know, sent them two by two, right? So, we see that, you know, the whole synergy that comes because of the team, the strength, increase in strength that comes with the team, right? So, we see here that in difficult times, we always have the need for others who can help us, others who can strengthen us. And we see several examples in scripture, you know, a very familiar one is the picture of the body of believers, right? That the believers having fellowship with one another, that it is called the body of Christ, right? Spiritually, we are placed in the body of Christ. And practically, we live out that spiritual principle in the local church, right? And so, we see in One Corinthians 12, we see, let me just read just a few verses, okay? One Corinthians chapter 12, okay? So, chapter 12 and verse 12, right? For as the body is one and has many members, but all the members of that one body are being many are one, of that one body being many are one body, so also is Christ, right? And then it goes on to talk about, for in fact, the body is not one member but many, okay? And it talks about verse 15, if the foot should say, because I'm not a hand, I'm not of the body, it is therefore, is it therefore not of the body? So, it's talking about difference, right? Because of difference in, or difference in strength, difference in ability, difference in, you know, whatever perspective, if the organ should say that, you know, I'm different, therefore, I don't belong, you know, how difficult it would be. It's just saying that, you know, it doesn't make sense. It doesn't make sense for the body to function. It doesn't make sense for the strength and, you know, everything that the body needs is depleted. If one organ would say, you know, I'm different, therefore, I don't want to be part of it, okay? Then if you go further down, it says, and I cannot say to the hand, I have no need of you. Not again, the head to the feet, I have no need of you. So, there, because of the difference, one is saying to the other, you are different from me, you know, therefore, I don't have use for you in this body, okay? So two things, right? One is saying that I'm different, so I don't think I can be part of this. The other thing is, you know, you are different, so you cannot be part of it. So, in both these cases, we see that, you know, there is an alienation, there is a separation, right? So we're talking, you know, we're talking about teams, we're talking as leaders, when we're leading teams, when we're leading people, that as we, you know, want to win with people, then this principle holds good, right? In order to, in order to building trust, in order to, you know, developing mutual trust, the Foxhole principle, where we say that, yes, in fighting these challenges, in fighting, facing these challenges, you know, we'll do it together, okay? So isolation is not the answer, isolation is not, you know, it's not healthy. So that's something that we need to understand, right? So it's always, it's good to collaborate, it's good to have people who are, what you can say as Foxhole friends, okay? So these are relationships, which keep us healthy. This may not be, you know, relationship with every, every person, right? When you fight your battle, I remember doing one exercise, like, you know, at one of those camps, when I was a participant in a youth camp, so this pastor who came and he spoke, he, you know, did exercise, okay? So he said, okay, now we are going to have, you know, one particular exercise, we are where it's, it's something to do with your physical strength, you need to break something or you need to lift something, okay? Now, it was, now you need to pick two other people to be part of your team, okay? So everybody went, everybody picked, you know, the team, and obviously they picked someone who could actually help lift that whole thing, right? They picked. Then he said, okay, that's fine. Then you're asking, you know, why did you pick that person? Why did you choose that person? You know, he's tall, he's big, strong. Then he said, okay, now, you know, pick someone to whom you would share your problems, okay? Pick someone who would, whom you can confide your secrets. Pick someone with whom you can share your weakness, okay? Would you pick the same team? So that was his question, okay? The answer was no. You know, we wouldn't, we won't pick the same team. It's actually, it's not even two others, but it could be just one person, okay? So this goes on to prove that, yeah, we can't live in isolation. And the number of people who will actually fight alongside you at a very personal level need not be many or may not be many, right? It could be just one other person, but that's a great help that's coming from them, right? So they provide strength before challenges or they provide strength even during the challenge or during the battle. So just keep that in mind, you know, there's many times because I've heard because of maybe uncomfortable situations, we forget to, sorry, we forget to, you know, or we choose not to have or confide or have people fighting alongside us, but it's a great strength, great comfort and to have people with us, you know, doing challenging nights. Like I just remember one, one other instance which happened like this is the day my, my father passed away and we had to travel that night to go to our hometown, which was about six hours drive from Bangalore, right? So we decided to drive. I decided to go by car, decided to drive. So I was actually in a, in some planning meeting, finished that, came back home. I mean, finished that as in, you know, halfway through, we had to leave. So came back home and just getting, you know, just informing people and they're saying I have to go and we need to go. This one person came staying close by. He did not preach a lengthy message on, you know, on, on peace of God or, you know, how comfort, nothing. He just said, you know, just give me a khaki. He took, he said, do you have any newspaper? Do you have a mug of water? You know, just give me a mug. Where can I get water? He just took, he wiped all the windows, you know, with that paper, newspaper, you know, and just put water on it. He tried it completely because he knew that I was driving in the night. He checked the tire pressure, made sure that this thing was okay. That was it, right? Simple act, but it was done at the point of need and it was exactly what I needed at that time. Nothing else was necessary. You know, just wanted to go, wanted to, you know, it was a drive through the night. We probably started around 10 o'clock or something, but this was exactly what was required. And that is what, you know, which means that is how, that is how we need to be to another person when you are fighting together, you know, facing challenges together. And that is the kind of comfort or strength or encouragement or help that the other person can bring into our lives. Right? So just to say that it, it may not be something big, some things, you know, it can be something small, but that will really help us and give us strength and encouragement during times of adversity. Okay. So we looked at a few principles here about building mutual trust. Okay. So like we said earlier, building trust is not an overnight thing. Building trust takes time. Building trust is based on transparency. Building trust is based on communication, like open communication. And it's going to take time. It's a process. Okay. Right. Okay. So let's look at the next one, which is about nurturing relationships. You know, when we're talking about people, when we're talking about, we're talking about relationships, right? And which involves people. So when we look at that, we see that relationships are not automatic. Okay, a very basic principle. Relationships are not automatic. Okay, which means just like how you switch on a computer, well, you know, it's going to switch on. You switch on, you know, fan or something, it's, you know, it's going to work as long as there's power. Well, relationships are not like that. These need to be nurtured. Right. These, which means that there has to be an investment of time. There has to be an investment of energy and so on, for the relationship to thrive. Right. The relationship can grow. The relationship can thrive. You know, I'm sure that, you know, you may have met some friends after a long time, maybe after years, right? It's like, maybe your school friends or, you know, people who used to live next door when you were, you know, small or whatever. And sometimes, you know, after years, when you meet, it's as if, it's as if the time has not passed, you know, it's as if you met them yesterday, you know, because they are still close, they are still, you know, so how did that happen? It's because of the strength of that relationship, which you had during those days as you are growing up. Right. The kind of time that you spend the kind of maybe shared activities or shared memories, which has been an instant in investment, like investment, emotionally as well. Now, so that is how the relationship thrives and strength and so, and we realize that it becomes difficult, right, as we grow up, the kind of friendships that we had during our childhood, it's difficult to have again, right? It because things are complex, and things are complicated. Right. It's not as simple, you know, one day you fight the, you know, you fight the hardest, you know, if you are this childhood friend, and the next next day or even the next hour, you're playing again. Right. But things are not so easy now. You know, you, there's something called offense and grudge and everything that we, you know, we hold on to and it's not like it's not that when you are a child. So things are different. So we need to understand it's going to take time, you know, to develop a friendship, to develop a relationship, even if it's a, you know, even if it's a formal work, professional relationship, right, the underlying factor is okay, if it's a professional relationship, well, they need to contribute, they are working for a remuneration or salary or whatever. Or maybe, you know, we are working together on this project, there is a shared expectation, you know what the target is, you know, how, you know, how best you do it, you need to do it, you know. So even in such scenarios, right, there is this whole aspect of developing a relationship, nurturing a relationship, right, because of which things get done. Right. Really, you know, we don't, we don't need to, you know, use our rank or use our title in order to get things done. Right. We, it's because of the strength of our relationship, right. Okay, so four, four things that we can look at. One is the gardening principle, you know, it's self-explanatory. We know that, you know, right now, the plot outside has been cleared, right, it's been cleared, kind of cleared of everything. But you just leave it, maybe after rain, after monsoon season, you just leave it. And you see all kinds of things there, good, bad, everything, right, you see the weeds, you see. So the gardening principle is that it needs to be tended to, it needs to be attended. If you want something to be, you know, the garden to grow, you want a garden to be beautiful, you want it to be orderly, right, it needs work. I'm sure you've seen, you know, some, some gardens and, and especially in the hills like Ooty or Kurno, during summertime, you know, all these, they have some kind of a, I don't know, some contest and some award to the best garden, you know. So if you see, if you see that there's a lot of hard work that goes into it, right, it's not automatic, you know, I'm not a major garden person. But I know that there's a lot of work goes into it. There's a lot of, you know, care, there's a lot of making sure that gardens get the right, I mean, plants get the right amount of water. Okay, I always thought you give more water, it will grow better. Anybody thinking like that? Sometimes they day, yeah, that's true. Some plants require very little water. In fact, the Bogan villa that you see outside, they thrive, yeah, they, they actually bloom when there's no water. Like even some of the cactuses, they actually start blooming when there's no water. So you realize that you need to know what the plants are, how much they need, you need to make sure that, you know, they are protected, nurtured, etc. So, you know, when we look at relationship also, it needs to be another word for that is needs to be cultivated. Okay. So it takes a lot out of you. Time, energy, example, like even a marriage relationship requires time, requires energy. And suddenly, you know, as a newlywed person, I realized, Oh my God, it's taking a lot out of me, right? You mean I need to come home and sit and talk? I've already done talking, you know, as a sales person, I was just talking, talking everywhere. And I can't come home and talk and, and talk about how the day went. Then I realized, Oh, I need help. I need help in terms of how to do this. Well, how to do this, right? Okay. So the thing is this, that relationship requires cultivation. So if you look at a team, if you look at the church, that you're leading, that you're, you have a spiritual leadership work. It means that you need to develop that relationship. It doesn't mean that, you know, you're always saying nice things, you're always complimenting, you're always, you know, it doesn't, you're always pleasing people. No, it's not that. But as long as we understand that, yes, these are people. And therefore, it requires a relationship. And on the strength of the relationship, you know, there is influence, because we are called to lead people and, and leading is about influence influencing for the better, right? It's not manipulation. It's for the better, so that people can receive, and people can grow. And it's for the better, right? So sometimes, you know, when you talk about relationships, it's, it, it could be for a particular project, right? It could be for a season. It could be for a season in the sense, I'm sure that you've done group projects as students we've done. So it is only for that project, you're getting together. And as soon as that project is over, you that group is disbanded. So sometimes it could be like that, you know, so you realize that, okay, this is why we are gathering together. It's, it's for a season, right? But some you realize that it's for a lifetime. That seasonality or the time period is lifetime, which means years and decades and so on, like, you know, a covenant relationship, like marriage, so on. So, so for winning with people, we need relationships. For relationships, those need to be nurtured. And just like how a garden is cultivated. Okay. So practically, how would, how do you think, you know, practically, I just want to ask, how do you think a gardening principle would work? Practically speaking, it's good to say, okay, I will water the plant. So when it's, let's say a team that you're leading, how do you think you would apply this? Yeah. Francis, you can use the mic. Let's say you're leading a team, you've got a team, you're leading a team. So this gardening principle, how do you apply it? So like, when you're teaching this, I went to like, like my home, like we have farms and all. So regarding gardening, like if in case we are leading a team, not only pouring the water, like wherever the things we not needed, we need to cut it off. So if leading a team, like if it should go well, like as well, we are nurturing, like we are guiding them, and we need to remove with other things is not correct or not going well. Yeah. So removal of things that are that actually hinder the the growth, right? So, so basically, if we actually rewind a bit, go back a bit. The first step would be to understand what's happening. Like, how would we know, you know, what is unnecessary if we don't understand the team? Right? So that's the understanding the person. So it would require knowing, okay, what their strengths are, what their skills are, how they are temperamentally, and so on, right to understand how they are. And so how do how does one understand that unless you are meeting, right? So it can be a formal meeting. But it can also be an informal meeting, right, having a cup of tea, where we understand not just the work part of it, but you understand the personal side of it, which influences the work part and sometimes, you know, which acts as a barrier for the work part as well. You know, so, so these kind of things. What else? Anything else? So you want to say, you know, I think spending time and giving your time and seeing what's happening. Yeah, so time is one because anything else that you can think of? You are some of our professional. Right, right. So this investment of time also depends on what kind of a, you know, setup or what kind of a relationship it is, right? So that would help us prioritize our time as well. We have only 24 hours. And in that, we have so many things that are required of us, you know, like you'll be a, you know, maybe a father, a pastor, you know, so many things. You know, so out of that, we need to prioritize and give that quality time. So, so you decide, you know, what kind of a relationship is this? Is it, is it required really to invest so much? So, yes, certain things require investment, maybe because of the problem, because of the nature of the relationship. So you need to decide, then you need to invest, right? Yeah. So can we choose what kind of, so some, yeah, some you, some you have control. Okay, some you have control in the sense, okay, what kind of a relationship do I want? Okay, so you, you, you prioritize things, you set your expectations, you set your boundaries according to that, right? Yes. Yeah, correct. Yeah. Yeah, so which means that maybe physically, emotionally, spiritually, whatever, financially, whatever, you know, you are in a, maybe your season of life and whatever doing, and this is what you can, right? And so you need to set, right, the expectation, the boundaries, everything, but certain times, what happens is that, let's say, maybe in ministry, or, you know, you're doing certain things, and it requires, it is, you know, it is, let's say work, you join someplace, you're working and you have a team. And it's a professional setup, but you didn't have control over it. The team was already there. And you're going in there to serve as part of the team or lead the team. So you didn't have a say in it, but it was already there, right? So certain things, yes, you can choose, but certain things you cannot. Okay, so Jackins is call and speak, send them a text. Okay, encourage them, share their concerns so we can pray and uphold them. Yes, thank you. Yeah, so communication is very important, right? So we realize that, you know, how do you share? How do you show concern? How do you, you know, find out by asking questions, by observing, right? And so our communication or how can you show respect and honor and whatever, and how can people understand that, okay, this person respects us or has concern for us, and therefore we can trust and therefore we can work together. And it depends on our communication, right? How we communicate and and what we do, right? So communication is very, very important. Okay. Right. Okay, let's let's move on. Okay, the second one that we can look at which will help, which will be helpful for us. Okay, so we're looking at we looked at gardening principles. The second one is, is the 101% principle. It's again, close to what we, what we studied just now. Okay, where we, you know, this would be for certain covenant relationships, maybe, maybe it could be even certain work settings where people are so different, people are, you know, maybe difficult, let's say, right? So the 101 principle is that you find that 1% that you agree on, that 1% that is worth investing the time and you give it your 101% effort. Okay, just think about it. Finding that 1% that you agree on, and giving your, giving it the 101, giving it our 101% going beyond that 100 even. Okay, so, or 100% if not 101. So that's something that we can, that we can look at. Okay. So the question is, can I find common ground? Okay, this is these are scenarios where, you know, person is very different. But still, you know, we need to, we need to work together. Still, we need to build that trust. Right. So maybe from the point of a leader where you need to take that initiative, right? You realize, what is that 1% that I can agree on, agree with this person? What is that 1% and give it, and invest that 100% effort? Okay. So, so that's something that we can do. Okay, so it mostly, you know, when we look at covenant relationships and, and even professionally. So the question where we ask is question, some of the questions that we can ask is, you know, is this person worth investing or worth this commitment? So that's the thing. Right. So we look at it, we're not looking at it negatively, you know, this is just saying another person is not worth, you know, you're really honestly asking, you know, I'm going to invest so much, I'm going to put in effort. But is this person worth the kind of setting we are in? The kind of season, you know, is, is this person worth this kind of commitment? Right. Now, we need to understand that every person is has got worth because of the way, because Jesus died for them. Every person person has value. Okay, so we're not looking at that, you know, we're looking at is this because see, we cannot do this, we cannot expend ourselves, our time, our effort, our energy on, on everyone. Now, that might seem like a very harsh thing. Like, practically, it's not possible. Right. You just look at it, you know, if you're, if you're leading maybe a church of 1000, okay, and everyone wants to spend, you know, X amount of time or, you know, which is, which is not practically possible. Okay. And that is why, you know, even with the Lord, when doing his earthly ministry, if you see that he had Peter, James and John, who are quite close to him, right. And then we see the 12. Okay. And then we see the 70 that he sent out. So we see that progression, right. But he had that those three who are there with him. So, so the thing is, and so ask us, you know, is this person worth that? You know, are they one helpful thing is to see, you know, are they part of that three or 12 or, you know, 70 or whatnot? You know, yes, we value them, respect them. No, it's not, we're not being disrespectful in any way. Okay, so that's the clarity, you know, we value, we respect. But with regards to your investing in their lives, how much can you do? Right. So we need to ask that question. Okay. The second thing to ask is, is the situation worth the commitment? The first is the person? Second question we might we could ask is, is this situation worth this commitment? Okay, so let's say, if it's not worth it. For example, if it is something that that needs to be delegated, for example, right, if can be delegated, or the person can be referred to someone, someone else, okay, maybe it's a counseling kind of a situation. Is the situation worth that kind of a commitment from, from you? Okay. That's another question. Okay. So these are some questions that would help us and that would help us to put in that kind of an effort. And we need to ask ourselves, right? Because we can, this would really help us to prevent any burnout. This would really help us to prioritize the best use of our time. Okay. But I just want to reiterate, we're not in any way being rude or disrespectful to people. Okay. Okay, any questions? Yeah. Okay. Okay, let's look at the third one. Okay. The third one is, you know, what you would call the patient's principle. Okay. So it comes with the understanding that, again, what we looked at as one contains 12, if we looked at the different members, we looked at, you know, the body, and people are different, people have different, maybe different levels of maturity. Maybe people have different skill sets. Okay. So, you know, how many times have you maybe gone on a journey, maybe walked from one place to another, and they realize that that person is not fast enough. Okay. Or you felt that that person is too fast, you're not able to keep up. Right? Some people walk like that. That's their speed. They just walk very fast. And why is this person running? Right? Yeah. And so you realize that, hey, I'm not able to keep up, slow down. You know, your, your to your, you know, your, the way you walk, I can't pace, I can't keep pace with it. Right. So the thing is that we need to understand that, yes, if you're leading, there will be people maybe not as killed as you are, right, who don't have that speed and whatever, you know, ability that you might have. Okay. So that calls for us to be patient. Okay, simple thing. So we need to, we need to understand that. Okay, because the thing is that sometimes we, we come down very harshly, right? Because we don't know where people are, we don't know that, that people might be having some difficulties, people, people genuinely are not skilled in certain areas, like you are maybe, right? So there's no point in saying this writing that person off. There's no point in saying that they this person cannot keep up. So therefore, they do not belong. Okay. So as long as it's not a problem of attitude, but it's a problem of aptitude, what is the difference? No, aptitude, it just means skill, ability. So as long as not a question of aptitude. So what we're saying is that when it comes to attitude, which means that my mind, I have a mindset, I'm able, but I have a mindset, you know, I can come, I can come on time, I can do this, I, you know, I can do it, but I have a mindset. I'm thinking, why should I? Or it's not worth it. So that's an attitude. aptitude is just skill and the ability, natural ability, or even learned ability, experience, whatever. So as long as you know, we realize that, okay, it's a question of aptitude. And it's not an attitude kind of thing. Right? So having developing patients and having patients and having this understanding of people is very important. Okay. So how do I do that? Okay, one thing that, you know, that will help us is to, is to value people. Okay, value them as people, see them as people, it's very difficult. You know, it's, or rather, it's very easy when we are actually working on, let's say a project, working on something together. And we so very badly want to be successful. Right? We want to be successful. We want to be good at something, we want to reach the objective. Okay. So when we, or maybe you as a leader, a lot of things are, you know, depending on you to carry things out successfully. Okay. So it's very easy to slip into a kind of thinking that a, if this person doesn't do it, of course, you're disappointed, but you don't actually respect them, or you don't value them as a, as a person. Right? It happens in church. And, you know, it happens in any organization. Where, because they, they could not function well, for XYZ reasons, whatever it could be, aptitude, attitude, whatever, we don't value them as a person. So if we develop that, you know, the whole thing of, okay, this is a human being, is a person. Right? And God is, they have intrinsic value because God sees them as people with value, he respects them. Right? He, so when we start having that understanding, when we develop that understanding, then it's, it's easier to extend the patience. Okay. Second thing. Yes, it takes time because patience is required in order to build relationships. And it helps, you know, even in this, to have that exchange principle, what is that exchange principle that we talked about? You remember? Exchange, it's in the word itself, right? Where you exchange places, you know, you see things from their viewpoint, where they are. Okay. And then it will help us, you know, the thing is, it's not a long term solution. But it actually helps us address the problem adequately. Right? For example, let's say somebody, somebody was supposed to maybe like, you know, open the church, church, you know, and arrange things. And you go and then you find that they've not done it. Okay, so what is your immediate, immediate response? What is, what is it on your mind? Yeah, the question is there. But what conclusion are you coming to? This person messed up. This purpose and made a mistake. And especially if there's this person has a history of you correcting them, maybe to twice or thrice, you told them, hey, I'm warning you, please come, please do it. A lot depends on it. And the person doesn't do it. Naturally, we will come to the conclusion, this person again messed up. This person again messed up. So the tendency is to start the conversation by saying, I've told you so many times, right? And again, you didn't, you know, this is not working out at all. So that's how we normally would start. But the exchange principle would be, you know, I wonder what happened this time. Right? Let me ask, let me find out. Maybe there is a genuine reason. Maybe there is genuine reason, maybe, you know, so let's find out. So having lead teams, I know that there are some people who need help. Okay, who need help coming on time, who need help preparing, who need help, right? So we know that their struggles are in certain challenges, good people, their struggles are in certain challenges. So without this whole thing of patience, we will begin to devalue them. Okay. So, so that is not correct. Okay. If we want to build trust, mutual trust, devalue them. So your question might be, might be that, then how can I get the job done? Right? So that's, that's a different discussion altogether. Okay, so we're just focusing on, okay, this is how I'm going to build mutual trust, or sorry, this is on about relationship, and how I'm going to, you know, enable that relationship to thrive. How can I invest in it? So this will help us, right? But how to get the job done, how to solve it? And are there consequences for it? Yeah, those are different issues. Right? Okay. Okay. Okay. Then the fourth one, the fourth one, if you look at it, it's the celebration principle. Okay, so what does that mean? That means that it's, it's very, very important that, you know, sometimes what happens is okay, we get some job done, and they say, okay, that's what you're, that's what you're here for. Right? So what is the, what is the big deal about it? What does the need to say thank you? What is the need to compliment and say good job? That's what you're here for? That's what you are taken in for? You know, sometimes we can have that attitude. This person, I've given them this responsibility, that's their responsibility. And that is why I put them in this place. Right? But the celebration principle is we, we celebrate the victory. And we celebrated together, saying it was a job well done. It was done well. It was, it was, it was something that you won. So you, so you celebrate. So celebrate would mean acknowledge, celebrate starts by acknowledging, celebrate starts by maybe complimenting. And in all this, there is genuineness. Right? Like, have you seen employees being celebrated any, any place that you've seen employees in an organization, appreciation. The corporate sources they do. Yeah. Sorry. No, I'm saying apart from of course, anyway, you know, and how they've done it, I just want to hear, okay, this is how they did it. And it was, it's something that worked. Sorry, sorry, if Pavel, and they're leaving. Okay, yeah, sure. Okay, achieved some success. And I don't know, like, if you've been to any of these fast food places, I'm just thinking of fast food places, because I've seen it, they usually have this employee of the month, you know, like KFC and all that, they have this picture of this guy, and then say he was a star performer, like, I don't know, based on what they do that, maybe he was good with the customers, maybe he, you know, he solved certain complex problems or issues, but then they have that, they put that thing saying star performer. Okay. So it just means that the management is acknowledging the leadership is acknowledged, observed and seen that this guy has done a good work. So they don't have to do it. Right, because he's getting paid for it. He's getting maybe incentives for it. They don't have to do it. But it helps when we celebrate together, it helps the morale of the entire team and the organization and the person himself or herself, you know, at the end of the day. Okay. Okay, so we'll stop here. And then we'll continue on Thursday. Right. Thank you.