 I just want to read from James chapter 1 and verse 19, some practical instruction that we read here. It says, talking about temptation, talking about God's unfailing nature and goodness and so on. James writes and he says, so then my beloved brethren in verse 19, James 1 verse 19, James chapter 1 and verse 19 says, so then my beloved brethren, let every man be swift to hear, slow to speak, slow to prath, for the wrath of man does not produce the righteousness of God. So he gives instructions, something to avoid, something to do. So first thing is he says, be swift to hear, which means you be quick to listen, quick to hear. Then the next two things he says, be slow to speak or slow to anger or wrath. And the reason is this, that if I respond in wrath, respond in anger, then it does not produce the righteousness or the work of righteousness of God that is not produced. So whatever I want, I want to produce or I want to do what God would want me to do and I want to represent Christ, I want to make sure that the righteousness of God is established. But if I'm not doing this or if I'm responding in anger, then it does not produce the righteousness of God, the righteous work of God. So that's the instruction that James gives here. So swift to hear means that you hear, but you also make that attempt to understand, understand, hear them out. Slow to speak would mean not just slowly speaking, but you do not release those words or release your opinions or release even judgment before hearing out completely. And the other one is of course slow to anger, slow to wrath. So why don't we just pray and start. Father, we just want to thank you for this instruction, for this exhortation Lord that we just read. Lord enable us to be people who would hear, who would listen, who would seek to understand Lord the other person God or the situation Father God before we actually speak, before we respond. And Lord even as we respond Father God, we know that Lord when there's a sense of justice, injustice of Father God that we are stirred up, provoked to anger. Lord when things hurt our pride, we are provoked to anger and respond in anger God. But even as we see God, then when we do that and say things and do things and it is actually destructive. And so God we ask you Lord, we ask you that our temperaments Lord will be led by your Holy Spirit Lord, that our emotions will be saturated by your Holy Spirit Father God. And Lord we thank you that we have the privilege of being led by you God, each and every moment, each and every day and that is an open invitation for each of us as believers. And so God maybe do that Lord, maybe do that and in doing so Lord establish your kingdom, in doing so establish your reign Lord everywhere we go God. And even as we do that Lord I pray the very environment will change, the very atmosphere will change from Lord of that of hostility to Lord Goodwill and Shalom Father God. That be a release of your kingdom of righteousness, peace and joy, even as we responded this manner. We thank you Lord, we give you all the praise and glory. In Jesus' matchless name we pray. Amen. Okay, so I just want to share the screen. Okay, so I think after another, we were looking at some of these principles, about winning with people, right? So that's the whole section, winning with people. So we looked at relating, preparing to relate to people. And the second thing we looked at was how to bring the focus from ourselves, which is a very natural thing to others, right? So some of us have, temperamentally we are able to do that, you know, our personalities like that. But some of us maybe because of life experience, etc. We need to put in effort in order to do that, right? So learning this would really help us. So in doing so, we looked at five things and the sixth one is the confrontation principle. So why do we need to confront people because of conflict? Okay, so conflict is something that is inevitable. Okay, you have two people, there will be some amount of friction, some amount of conflict, because not everybody sees things the same way, right? So there could be some amount of conflict or, let me say conflict, it could be, you know, misunderstanding, it could be a fight, it could be whatever, you know, a degree it could be. So there, you know, we see that there is, there will be some amount of conflict. Okay, so we should not be afraid of conflict. Okay, so sometimes we think, you know, in any relationship, be it simple friendship or, you know, we take it to marriage and family or, you know, formal work, we should not be afraid of conflict. You know, the minute a conflict comes, sometimes we, you know, we say, okay, all is gone. You know, we were building things so well and now all is lost. No, it's not, that's not the thing. You know, a conflict is simply an opportunity to build bridges and opportunity to seek understanding of the other person. If you look at it that way, then it's very constructive. Okay, now there could be several responses to conflicts. Okay, we're looking at the confrontation principle. You know, how do I confront a person in order to resolve conflict? But there could be several responses based on, you know, how we are used to handling conflict and so on. So, first thing could be, you know, I just pretend that conflict does not exist. Okay, so I'm just pretending, okay, yeah, you're fine, I'm fine. Yeah, everything is fine. But actually there is a conflict, you know, it's like, how they say, you know, there is an elephant in the room. Like nobody is talking about the elephant, but everybody is talking about, hey, how are you, everything is fine. But actually there's a huge elephant right there in the center in the room, nobody is talking about it. So sometimes we pretend that it doesn't exist. And, you know, it happens in families, it happens in, because we don't want to face it. It could actually lead to some unpleasantness, it could lead to, you know, it's like, okay, I speak now here, evil, here no evil. You know, just like those three monkeys, you know, we've seen that picture, see, speak here, no evil, that's it. And if I pretend long enough, then it won't be there, no. So that's the second thing we could do is complain. Complain not to the person, but everyone around. Just say, okay, there's a conflict, there's a conflict, you know, this person is like this, this person is like this. And, you know, maybe we say, okay, I'm the victim of conflict, you know, or this person, there's so much of disturbance, there's so much of, you know, damage because of what that person says, you know, that also doesn't help. Then the other thing that we could do is to, you know, make a note of it mentally, okay, like marking a score. Okay, that's the 10th time this person is doing that. Okay, it's like building pressure inside of you. Okay, that's the 10th time this person has done this. That's the 11th time this person has done this. You know, you're not really solved it, but then you're, it's like you're keeping a record. Then also, you know, sometimes we give up saying, I just quit, you know, I don't want to handle it. I don't think, you know, I ever want to go through their unpleasantness. So I'm quitting, you know, I don't want, I don't want to do it. But the thing is, it's simmering below the surface, it's simmering because we've not addressed it, even though, you know, we needed to. So, so we are just one second, sorry. So that's, then, then it could also be, you know, maybe in a formal setting, we could, let's say, you know, your position or your title, you know, it, it outranks the other person, maybe you're higher up in your title, you know, you oversee, you have a bigger responsibility, bigger, you know, weightage because of your title. Sometimes we might use our position and title to say, you know, this is how it will be. You know, you're just bossing, you're saying, this is how it will be, but we've not still addressed the conflict. So we could do all this and that doesn't solve the conflict. So what John C. Maxwell shares is that, you know, we need to really care, do we, we need to confront. Okay, that's the thing. But in confronting, how do we do it honorably? How do we do it respectfully? And what is your heart condition when you want to confront the person? That is it full of, you know, I want to destroy this guy now, you know, I want to make sure that, make sure that they know. And I want to put them in their place. So confrontation is, you know, do we care for the people? Is it a very difficult thing? You know, maybe the person said something, did something, or, you know, is continuing to ignore, you know, guidelines or whatever, you know. So do we care enough to confront in the sense, what is the objective of confronting that you want to solve, that you want to restore peace, that you want things to be good. Right, you want that person also, we are talking about winning with people, right. So you want that person also to do well in confronting, you want that person to do well, thrive. So, you know, is that the mindset? So what would help us really goes taking to, taking the whole issue before God, so that he, our heart is aligned to his. Right. Okay, some practical steps here. Okay, confront only if you care about them. That's the first thing we saw. Second one is to meet as soon as possible. Okay, don't delay. Don't avoid. As soon as possible, because it's not going to solve. Of course, we need to be mindful of the fact that, okay, is it a good, you know, time in the sense, you know, is it a good environment? Right. Is a person also in the, in the mood or in the right frame of mind to receive this or talk about this. Right. The third thing is very important, you know, first seek understanding. Okay, understand the issue. You know, we might have dealt with it so many times, or we might have had that same conversation. But even then, even if it's a multiple time, it has happened multiple times and you're meeting for the nth time. Seek understanding. You know, why is it happening? Why is it repeating? Or, you know, why are we having this problem? And why is this happening? Right. Seek understanding. Now we may not necessarily agree with it. Right. The person might say, you know, this is why this is the problem. Now we may not, because we might see it differently. We may not necessarily agree that that is the issue, but seek understanding. Okay. I want to understand what is really happening. I want to understand your perspective or your point of view. Just share it. Okay. Okay. Few other things. Outline the issue. Rephrase it. Okay, this seems to be the issue. You know, when we actually talk about it in that way, we are, we are actually, you know, being very objective. They're not personalizing it. Okay. This is the problem. This is the issue. You know, so we can outline the issue. We can also encourage a response. Now what do you think? Right. Encourage. Okay. What should we do about this? How can we solve it? This is the issue. Right. Encourage a response. The person may not initially, the person might just say, I don't know. You know, you tell me or, you know, that is also a response, but still encourage a response. You know, we need to solve it. You know, this is what is happening. You tell me now, how can we go about it? You tell me what I should do, right? Encourage a response and agree on an action plan. Now, can we do this? Okay. You suggest. Okay. I'm suggesting this. You have anything else. Can we do this in order to solve this thing? No, it's, it's creating unpleasantness. It's between us and creating a problem for the entire environment. Right. So can we, can we do this? Right. And seek, you know, seek an agreement saying, can we agree to do this? Right. By this time or these, these steps can we agree to do this? So agree on an action plan. Okay. So, yeah. These things, right? Yes. Aware in the sense. You should agree. Agree to. To these things, right? What, what the heart we are having or what the thoughts we are having to solve the Yeah. So the second person also should have the other person may not necessarily have the same understanding or same perspective, but we need to, but we can facilitate that. Right. So he don't want to. Yeah. So what if they don't want to solve the conflict? They don't want to solve the conflict. They don't want to solve the problem. Okay. The thing is, so in, in different scenarios, it'll, it'll work differently. Right. See, in a, in a, in a situation like, like a common friendship, maybe the person doesn't want to solve the conflict. Well, the Bible says that as much as possible from your side, live peaceably with all people, right? You've done your part. You've said, okay, you've left the open door and you've said, okay, this is my heart. This is my intention. I want to solve it. So if that person is unwilling, then we cannot do anything about it because it involves, involves the decision from their side also, you know, simple friendship kind of thing. In different scenario, like maybe it's a formal work scenario, then, well, there are other, there are consequences. Right. So if it's a formal work scenario, maybe in a team kind of a setting, then there are consequences. Consequences could be, okay, you, you can never, you can no longer be in the team. You cannot, you can no longer hold that position. Maybe if it's a leadership, you cannot no longer function in that role. Right. Suppose you're a leader and this is the conflict and you're there are consequences for not complying or not solving it because it's a formal thing. Right. Same also with the church or spiritual leadership kind of a situation where there are consequences. So and that needs to be communicated, spelled out honorably saying, you know, we cannot continue like this. It is causing damage. It is not helping. Therefore, there has to be, you know, we have to communicate. We have to spell out the consequences. So like, depends upon the situation also, like, see, if a person is from our family, like we can, we can write off all these things. If, if I'm doing some bachelor's, if I'm having a friend to have a conflict with them with my friend. So if you're doing, I'm just doing a bachelor's. So bachelor's degree. Yeah, something. Okay. So I have a friend. So I have a conflict with him. Yeah. So what I think is in the, if one year was like the, I won't see him. Okay. He won't see me. Okay. Better than going and speaking with resolving and all, I can leave it right. Yeah. So the thing is, how far is it affecting you? Yeah. So is it something you can pick and choose? You know, is it something minor that you can just, you know, it's like brush it off and say, okay, this is nothing. I will forgive and keep going. But if it's something that is repetitive and it is a problem for you, you know, it's affecting you, it's affecting that person also and maybe it's affecting multiple people who are connected with you. Then we need to, you know, confront and say, so that's the thing. So it depends on that. Yeah. Any, any further questions? Anybody watching online? Any questions? Okay. So, so all these require some skills from our part, you know, carrying enough to confront. Well, what is the skill? Skill of empathy, skill of, you know, being able to not hold any bitterness or offense. So it requires that, right? It requires that ability to be built in us. Okay. So it requires courage, right? Because you are saying that, okay, I need to, I need to meet, I need to go through this unpleasantness, et cetera. So it requires some amount of courage to do that. It requires initiative and all that. So there are some characteristics, some skills that are required here, right? So we're not going into that depth of that, but you say, okay, if you feel that, okay, if one feels that these are areas where I need to build, I need, I'm lacking, then one needs to develop that. Okay. Okay. If there are no questions, we'll move on to the next topic, which is building trust, building mutual trust. Okay. So when we're talking about people, when we're talking about, you know, different relationships, you know, what we need is a very important aspect of a relationship being successful. Okay. Be it friendship, be it, you know, any relationship, like even a business relationship, right? There is a certain amount of trust that is involved. Okay. So if trust is not there, instead of trust, what is the opposite of trust? Distrust or suspicion, right? If you're constantly guessing the other person's motive, if you're constantly suspicious of the other person's, whatever they say, you know, you're thinking, okay, is that correct or not? Did they say sincerely or did they mean it? Right? If there is no trust, then there is a problem. Okay. So we need to actually work at building trust. Now, building trust is, it takes time. Building trust between the team or between, you know, maybe even with the, you know, the church and the pastor and, you know, it takes time, right? And it takes consistent effort, right? One needs to be consistent and it will, and one needs to be transparent. Okay. What does transparent mean? Being open, being open, nothing hidden, right? OPEC is hidden. Transparent is nothing hidden. So it takes transparency in our communication, in our intentions. It takes time in order to build trust. Okay. So let's look at some of these principles. Okay. The first one is the bedrock principle. So, so what we're saying is that, you know, it's the foundation. Okay. You know, it's a foundation for any or the cornerstone for any relationship. Okay. So we need to acknowledge and understand that. Okay. You know, like certain, certain places which are very toxic, you know, in the sense of certain work environments. Just go with, without this whole, the simple thing called trust. There is absolutely no trust. Okay. And, you know, I worked in places where it was like that. It was complete backstabbing, right? There is no trust between the team members. There is no trust between, like, for example, I was in, in a sales, I was in sales, right? My role was, I was as a sales person as a sales executive. And we were selling pages and the, the request for pages would come through to another department, you know, customer service department. So they will get the request and the request would be shared to the salespeople and the salespeople would go and close the sale. Right. This is one, one, one avenue of sales coming in. So we would do that. But then, you know, there was no distrust. There was so much. So there's no trust between the salespeople, right? Because everyone had targets and the manager would not also encourage trust. So everyone was looking out for their own. Everyone would somehow try to get more leads from the customer service folks, you know, saying, okay, because they were supposed to give it as a roster. Okay. One lead, then Nina gets another, then Francis gets another based on the request comes in. But Anand would go and say, you know, just give me Nina's thing also. Don't tell Nina, but you give me because I want, I am desperate. You know, I need to finish my targets. And so please give me, you know, so there, there, there's no question of, you know, you know, there's no question of trusting. So Nina would not trust also Nina would think, okay, maybe this Anand is getting, you know, all this thing. So I'm not going to trust him. I'm going to find out, you know, so there is the sale between the salespeople. There is absolutely no trust. And also they'll be very, very, you know, protective. Okay. People will ask, okay, so where are you going today? Which company are you going to meet? So they'll give something. They'll say something else. I'm going in this direction. So, so that, because if I tell, yeah, I'm going to electronic city, I'm meeting this company, who knows this guy might just go before me and try and meet the person and close the deal. So they will not share any, so no open communication, no trust at all. And so it was each man for himself. And it was a lot of, you know, back cutting. So, so it reached a place where, you know, the, we would go to the same client and the person will say, you know, I'll give you 10% less, same company, same, same sales team. The other person will say, you know, don't give the order to him. Give it to me. I'll give you 10% less. Right. So it just brought down the image of the company, image of the product, image of everything. I didn't do, actually, you know, it was a high pressure situation and it didn't really last. People would quit. They cannot handle the pressure. They cannot handle the, they didn't enjoy working in that environment and, you know, so on. So trust is the foundation. If you want, you know, your team to thrive. If you want, you know, your leadership team to really be healthy, right? Become, it should be a team which has trust, right? It should be a foundation. The best way to do this is you become a person whom others can trust, right? You become a trust. When you want to lead by example, you become a person whom others can trust. And how does one do that? How can you be a trustworthy person? What do you think? Anand, if I, if you were to trust you, okay. So how would you behave or what kind of a person would you be if you were to trust you? It depends upon the character. There should be no double face. Okay. Like speaking something in front of us and speaking different back to us. Yeah. Yeah, character is the most important thing for me to trust a person. All about character. Yeah. So it means you say and you mean the same thing. Like there's no hypocrisy. It is wrong also. It is false also. He should say the truth. Yeah. In the sense. Yeah. Keep your word. Yeah. Yeah. So if you say, I'm going to be there and you need to be there, right? But well, if it's inconvenient, if you, if you say, okay, I will do this, you need to be able to do it. And if you're not going to do it, you know, if you know very well that you're not going to be there, say it when you're speaking, you know, don't just say, okay, yeah, bro, I will be there. And then inside, you know, you will never be there. You'll never going to do it. And then on that day, when you have to be there, you don't show up. And then after you meet, you know, yeah, something happened, you know, all that excuse. But the thing is, well, there could be times when it's genuinely inconvenient that something happens and you're not able to do it, you're not able to be there, which means that you communicate it, you know, you communicate it in advance. If it's a, if it's a genuine thing, right? Something unavoidable. So, so when we do that, where people, there is, you know, trust built up, okay, people can say, okay, you know, this person, I can, I can actually, he's a dependable person, right? I can go, I can, this person can carry the weight, share the load. I can entrust certain things, right? So if trust is broken, then it's very difficult, right? So, so when we, when we trust someone, which means that I need to see that same quality, you know, in my head, in my, in myself, right? If we want people to trust us, right? So we lead by example. So the one thing to remember is that trust takes time. Like we said, trust takes time. It takes, you know, because we are constantly interacting. People get to know and then it builds, trust is built over a period of time, but it can be broken in an instant, right? That's the thing. It can be broken in an instant, you know? And it depends, you know, people can understand and say, okay, it was a, it was a sincere mistake, right? Or it was an intentional thing that was done to broken the trust. People can, you know, people know because of the situation. But it takes time to rebuild trust, takes time. Just like how it takes time to build trust, to rebuild trust also, it takes time, okay? But it's worth it. You know, let's say if a trust is broken, it's not the end of the world, right? It was an intentional mistake, right? Intentionally, we did the wrongdoing. Maybe it was unintentional. It is worth rebuilding broken trust, okay? Okay. Then the second thing, okay, when it comes to building mutual trust, right? Second thing is what John C. Maxwell says, it's the situation principle, okay? In the sense, you know, just be objective in assessing the situation. In the sense like, okay, here is something that is happening or that has happened. Be objective. Be objective in analyzing. Be objective in coming to a conclusion, okay? Let's say a conflict happened or a mistake happened and it's affecting, you know, two people, it's affecting the team. Don't be biased. Don't read your bias into it. Don't be prejudiced. Well, this person did, you know, the three mistakes and I'm sure that they contributed to this also. Don't be biased. Don't read into it. But, you know, in other words, don't jump to conclusions with bias or prejudice. But, you know, be objective, okay? So, it's kind of, it's difficult to be objective when our emotions are involved, right? You say something and then, you know, you are also involved emotionally in that. In the sense, you're upset. You're upset, right? And you don't, when you're upset or angry, it's difficult to be objective. Yes or no? Yeah, you just want to share. You just want to vent when you're angry. You don't want to understand the other person, right? Let's say you're going on the road and, you know, somebody makes a mistake and somebody is, you know, it's a, you know, you're supposed to turn there and then somebody blocks it. You know, how many times it has happened, right? You are going and then this person is, you know, signal is about to turn. You know, it's green and it's this thing and this guy is not going, you know, you're just honking. He's not going at all. He's going so slow. Then, then you realize, oh, actually there was another car, you know, before. And that is why or someone old person was crossing the road and this person was not slowing down to allow that and then you, but you realize later, you just go inside and you're about to shout and you say, oh, oh, I see. Okay. Right. So it's difficult to be objective when you are emotionally stirred up, right? But because we are building trust or rebuilding trust, you know, be objective about it. Okay. While addressing the situation, think of the people who are involved and so on. In extending, you know, especially when it comes to extending grace and God's love. Okay. Extending grace and God's love, you know, everybody deserves a second chance. Everybody deserves grace. So do that. Right. Okay. I think that was kind of self-explanatory. The third one is, okay, it's this, right? Yeah. The Bob principle. The Bob principle is this, that when Bob has a problem with everybody, okay, then, you know, and sorry. Yeah. Bob has a problem with everyone. Then most likely, and Bob has actually got a problem. You know, the Bob is the problem. Right. Right. Because you know that whole thing that the guy goes to the doctor and says, doctor, my whole body is paining everywhere. Everywhere I touch, my body is paining. Right. So the doctor says, what do you mean? So he says, doctor, my head is paining. My neck is paining. My ear is paining. My, you know, my shoulders are paining. My, you know, this thing, my stomach is paining. He's pointing everywhere and he's saying, it's paining, it's paining, it's paining. It's unbearable, doctor. Doctor says, okay, come. And then he takes a look at his finger. Okay. Because he's, you know, pointing here, here, here and saying, it's paining, paining. He looks at the finger and then sees that the finger is broken. Okay. Wherever he touches, it's paining. It's not a problem with his shoulder or something, but it's a problem with his finger. Right. So sometimes, if, so that's the thing, you know, like, if Bob has a problem, what Adam? So if, like somebody says, I have a problem with this person. I have a problem with that person. You know, that thing is not fine. I have a problem with the world, which means that he, are you the problem? Right. Are you having, you know, you have a problem with everyone, everything. So it's highly likely that very likely that, that person is the problem. Okay. So that's, that's the principle. So, so rather than applying it to others, we apply it to ourselves. You know, the temptation is, I played to me, you know, your thing, you know, you apply it to yourself and say, you know, I'm seeing this problem with everybody. Am I the problem? Is it the way that I'm looking at things? Is it really the way I'm relating to people? What is the issue here? Am I the problem? Right. So be a problem solver. Well, problems are opportunities for us. You know, it depends on how we look at it. Like when we say difficulties, when we see challenges, you know, these are opportunities for us to really grow. These are opportunities for us to, especially in the workplace, you know, I remember someone talking about it, the workplace and how it's like Nebuchadnezzar's court, right, Daniel in Nebuchadnezzar's court and so hostile and so many things happening. But, you know, these problems, even in such an environment, our problems are opportunities for us to solve things, grow things. These are opportunities for us to be promoted, to grow to a higher level. Right. Okay. Okay. Then any questions here or we can go to the next one. No, no, these are actually, so all this has been adapted. Again, this question is where, you know, who wrote this and all this has been adapted from a book written by John C. Maxwell. So, you know, like at the beginning of the, this section we were talking about John C. Maxwell, who was, you know, who's actually a pastor of a big, huge church and then felt that God called him to the marketplace, to the workplace. And so, so he continued. His ministry is to bring in biblical principles to the marketplace. And so, so all these are, you know, biblical principles, but it is related to leadership. It is related to, you know, how one deals with people. And so he's written books like The 21 Steps to, you know, 21 Irrefutable Laws of Leadership. He's written books on teamwork. And this is another book where he's written on winning with people. So, yeah. So he has coined these terms, you know, the Bedrock principle and so on. So approachability. Okay. So what does approachability mean? Approachability means, okay, you know, how approachable a person is or how accessible is the, is another person or how approachable am I or how accessible am I? Can people actually come to me and talk to me and, you know, am I accessible? Do they find it easier to talk, easier to interact or am I like a, you know, a stone wall, celebrity inaccessible or, you know, that is one part of it. You know, busy. I put many barriers between myself. So it's very difficult for to get through or I'm like a stone wall, you know. So over a period of time, people realize that, okay, I'm, I better not talk. So it's difficult. So it means that a lot of humility is required to, to make sure that one is accessible. Okay. Yes. There are, see, there are times when maybe you are busy and you're doing something that is very critical and you don't want to interact with people. Right. There are some things that are time bound and you want to, you need to finish it. Maybe things that you're studying, you know, you have your priorities and you don't want to interact with people. Right. So, and that's fine. So the thing is to communicate that and saying, hey, this time to this time or, you know, or this whole of this day, I will not respond. I will not respond to emails. I will not respond to, you know, texts. I won't be approachable on calls, whatever. I will not be doing that. So to communicate that, but other times, you know, if we are approachable, then it is easy to build trust. Okay. So there needs to be approachability. So some practical things here, you know, is that we need to exhibit personal warmth or, you know, when you meet with people, are you friendly? You know, are you already unfriendly and personal warmth would be, you know, maybe a smile, maybe the way you talk, maybe the way you, you know, relate to them, the way you see them. And sometimes we see people with very suspiciously, right? We don't want to, you know, meeting them for the first time, you know, till you know that they don't hold a gun or they don't have any weapons. You know, I'm just saying figuratively, they don't mean to harm you, you know, till such time. Some people are like that, right? They take time. They take a lot of time in order to warm up, right? Some people at the first meeting itself, you know, okay, they are approachable, they are warm. Okay. So it's something that we need to build, right? Exhibit personal warmth. Second thing would be, you know, if, how, how to be approachable is that you appreciate, you know, everybody is different. Everybody is different, you know, very different, different personality types, different likes, different dislikes. They're all different, right? So, well, we have a tendency, right? If people are very different from us, then we won't relate, right? If they dress differently, if they speak differently, if they are, you know, then we find it difficult to relate to them and for them also to relate to, you know, we kind of keep our distance, we alienate ourselves. We don't realize it, but we keep our distance, right? Oh, that person, I'm not going to be, you know, but what if that person is in your team? And what if that person is in, you know, your church or, you know, are you going to distance yourself, right? So, appreciate that, yeah, people are different. This is how they are going to be. This is how they are. They are some, you know, appreciate that. Okay, so then that will help us to be approachable. Okay. Maintain an even temperament. You know, this is, this is very important, okay? You know, I know when we were in school or college, we had some teachers who would walk in and we know, oh, today is going to be a bad day, okay? Because they walk in and they are, you know, sometimes we will be gossiping, you know, we'll be talking, okay, today I think they fought with the, I think that teacher fought with the husband. I think, you know, something like that we'll be talking, we'll be passing comments because they are in a bad mode. Okay. So, one day a good mode, one day in a bad mode. And so, if you as a leader or if you as just a, you know, a person in a team, if you're going to have these mood swings, like one day top of the world, another day down in the ditch, kind of a thing, you know, if it's going to fluctuate every day, then it's difficult for people, right? It's difficult for people to relate. They're going to be very cautious. Now, if the people are going to be very cautious, they're not going to build trust, right? Today, how is this person? I don't know. Today, how is that person going to respond? I don't know. So, I'm going to be careful, right? So, in some time, it's sad, but in some families it's like that, right? People say, okay, I cannot talk to my father. The way to the father is through the mother, right? Or, you know, through the right channels, right? So, it's very difficult, you know, having a conversation because the person is sitting there with the newspaper, you know, not even responding, not talking, and then you have to, you know, you ask, I need to go here. You know, I need some money, or I need permission. It's through the right channels and so on. So, it's very difficult to build trust in that thing. So, for us also, you know, maintain an even temperament, okay? Yes, you know, we are human and there are things that upset us. There are things that, you know, we are happy about, right? So, we need to be, you know, we need to make an effort and say, you know, I'm going to be, you know, I'm going to leave that outside, okay? Now, I'm dealing with people here and, you know, I'm going to leave that. Yes, there are challenges, but I'm not going to let that influence me in my relationship with you, influence me. Or if at all you need to do it, you take a time out and say, okay, today, I don't think I should really have these meetings. You know, today, let me not, because I'm going to influence this. I'm really down. I'm going to, you know, let that allow me to influence my conversation, influence my decision. So, let me take some time out. Let me just rest, be refreshed. And I can do that. Yeah. Is it because of this leaders are not ready to take suggestions? Like, there are some ministers of God, like if you see, you know, ministry point of view, there are people who say these things like we have a biggest congregation. That's why we are not accessible. If you see in APC, if in the Sunday, Pastor Ashish will be there and all the pastor will be there. If someone want to come and talk, they can talk. But if we see in some ministries, they will be telling these as reasons like because we are having a biggest congregation. That's a huge number of congregations. We are not accessible, approachable. See, sometimes accessibility is a practical issue. Like it is a practical thing. Let's say big congregations and everybody wants to, you know, meet that pastor or that person. It's practically not possible. And when you have multiple services, let's say, you know, after this, you have another service and you also need to, you know, time to rest and reflect and recharge and all that. So, but the best thing would be to provide avenues. Okay. So not now, but some other time. Not this way, but this is the way to do it. You know, I am, you know, I'm there, but this is the way you connect. This is how you can do it. So when we, when we provide avenues and options for people, when you let them know, yes, you know, this person is approachable. I want to meet, but then this is how I do it. This is the place. This, these are the time options where I can do it. So then we, then you're solving the problem. Yes, it is, it's a, it's a reality. Yeah, it is. Okay, so we'll stop here and we'll get back next class. Thank you.