 Okay, the recording is on. Good morning everyone, welcome to BC 310, our course on Church Administration. Thank you for joining the class today. Could one of us please open up the prayer, just pray and commit our time together to the Lord. Somebody could lead us in prayer please. Okay, let's pray. Even Father, we are thankful to you, always you tell us that we become constant in prayer, we pray always, but also rejoice. So we are rejoicing because you have brought us this far. Lord, we thank you that we are learning. Even as we take this time to learn about administration, Lord help us to do it because you are our greatest example. You are our mentor, you are our teacher. Lord, here we are, come and teach us so that we'll be able to run the ministries that you have appointed us to do very well. And Lord, I pray that you will give the right vocabulary to our teacher and that all will be for the growth of your name, in Jesus' name we pray. Amen. Amen. Thank you. Good morning everyone, welcome to our lecture here on Church Administration. We are in our lesson on church staff management. We've been on it now for a few lectures. We're just looking at various aspects of taking care of the church staff. People who are working full time for the church or the Christian organization. How do we take care of them? How do we work with them and different aspects of church staff management? So I'm just going to quickly review and then we will move forward. Alright, so church stuff. So we covered quite a bit of ground so far and to the hiring process and employee compensation benefits, employee management, which is what we spent time on last week. How do you take care of employees? And I mentioned last week about employee satisfaction survey. Typically you would do it once a year and just to get some feedback from staff. And of course most of this is done anonymously so people are free to share their thoughts and they can give you feedback on what's happening within the organization. An annual planning. So once a year we encourage people, our staff, each one to review their the year. So usually we do it in November, November, December. So people will take time to review the year that is gone or that is about to finish. And also plan for the year up ahead and also beyond that. So I've shared this document with you, the Word document and we will modify it a little bit from year to year just to change it a little bit depending on what we want to address. But I've given you one document or one sample. It basically says what is your role, what is that person's role, what are their areas of responsibility. Then they assess the previous year, what went well, what are the new things that happened, what were the areas where things were not done, where you could have done better. And then we review that and then it's okay what are your plans for the next year. That plan will be in detail and they would plan out what things they're going to do and then beyond that in the next three years. So that they have kind of an overall direction where they are going in their areas of ministry. So that's what this planning document is about. And we do it once a year. It's just a time for people to pause, think, review and look ahead. And then I would meet with the main leaders to just go through their document and then the team leaders would then review the work of their team members. So it's a chance to sit down and talk about things and also it's a chance for people to express where they want to go in the future. Maybe they want to change a little bit, maybe in the work they are doing. Maybe they want to get into some new areas. Okay, now this is a good chance to say that in the next year or the next two years, I like to move into something different. Good. It's a chance to talk about it so that we can then try to help them prepare for that transition. So in addition to this planning document, so this planning, this one happens once a year. So that means you're waiting almost 12 months. But then what we also do is to have regular review meetings. And we do it in different ways. One is I would meet with people every month or once in two months at least, one on one. So we sit down and talk, especially all our pastors, ministry leaders, so on, just review what's going on with them. So that's one set. Then on a monthly basis, we get everybody together. That means like all the pastors come together once a month. It's on a Saturday for two hours. And the meetings vary sometimes. It's just okay, what is going on in each of your areas of ministry. Just share a little bit. Or we may have to discuss some administrative things, so on, so forth. So it happens at an individual level every month or at least once in two months. When we were smaller, you know, meeting everybody once a month was easier. But then the number of people are more than, yeah, it's not easy to fit everybody within one month. So sometimes it happens once in two months. And then the group meeting is typically once a month, like everybody together. So these are the opportunities for us to discuss things, review how things are going. And people can share whether it's their own personal challenge or whether it's something in their area of ministry and so on. So it's open to all kinds of points of discussion. And aside from that, just in everyday interactions, you know, giving feedback to people, receiving feedback is normal. So we don't have to wait for that formal once a month meeting. Just on a day-to-day base, hey, you know, something can be done better. You just go ahead and talk to the person directly. And so that happens all the time, every week based on, you know, our interactions. We share things. So that is more of informal way of giving feedback and discussing things. We also spoke last week about handling underperforming employees. That means if, and we will talk more about it in the next section, if somebody is not doing well in their work, we must not ignore it, right? You just don't turn a blind eye and pretend everything is okay. No. If they're not doing their work, you need to talk to them about it. You need to let them know that, you know, hey, these are areas where they need to improve. These are areas where they are falling short. Find out why they are falling short. Maybe, you know, they don't have the necessary skills. Maybe they're not understanding what's supposed to be done, et cetera. You know, there could be so many reasons. But basically you're trying to help them, you know, perform or, you know, at least maintain the expected level of performance. So we will have to address it. Now, here's my thing. We should not ignore that. You see, like sometimes what I've noticed in Christian organizations, especially even in mission organizations is people don't want to address underperformance. They don't want to talk about it. And if people are not doing well, people are just, you know, they're just there. They don't want to address it. They don't want to say, hey, if you don't do well, you're going to lose your job. They don't like that kind of conversation. And, you know, because it's a very difficult thing to do, you know, to have such kind of conversations with people. And so they just keep quiet. And so what happens? This thing just continues and it impacts the whole organization. It impacts the ministry. It impacts how people are being served and so on. So it's not a good thing to keep quiet, but you must. I want to encourage you as a leader or team leader or manager, whatever position role you may have, or as the past step. You need to address it. And talk and always do it in love, but you're doing it with the interest of the organization, you know, and the interest of the people who are being served. You have to address these things. And like I said last week, it's good to do these kinds of things and face to face meetings, you know, it's better to sit and talk to somebody. Now, if you cannot meet them in person for practical reasons, then of course try to do it on a call or notice on a video call. I'll try to talk about it. And the sending an email is only the last resort, right? But having had your meeting, having had the discussion, then it's important to put everything in writing so that people don't forget what was addressed. So we covered till that point. And we're going to move forward and talk about employee development and so on. Any thoughts, any questions from anybody? Maybe you thought about it over the week or anything else came up. You want to discuss before we move forward? Okay, let's go ahead. We will now go forward to talk about employee development. So as a pastor, as a leader of the organization or whatever response we have here in the organization, you have to look out for developing the people. That means every individual in the organization should constantly be learning and be growing themselves professionally. And of course now because we're a Christian organization, we also want to address the spiritual side. So there is the professional side, which has to do with their work. And then there is the spiritual side, which has to do with their spiritual growth and maturity and development of character and so on. So employee development in a Christian organization is a little bit more than what we would say in a corporate organization. You're looking at primarily their skills, their professional growth. In the Christian setting, you have to look at the professional growth and also the spiritual growth. Now, sometimes we could make a mistake and look at only one side. You know, maybe the Christian organization is okay, we're all with Christian ministry. So we only are thinking about the spiritual development. I'm talking about off the employees. That is important, but don't forget they have to grow professionally also. And so you need to have some sort of multiple ways, if possible, to help and encourage that. Some of the things that we do, of course, is on-the-job training. You know, people are off hopefully and they should be learning as they're doing things. So giving them opportunities to learn. And as they're doing things, they're learning from their peers, their colleagues, their team members. And you're challenging them with new tasks, new responsibilities. So that's going on all the time. We also encourage people, of course, to, you know, nowadays a lot of this training can happen online. Many of these things are available for free. So we encourage people to do that. And so especially the media team, the IT team, they are, you know, for them getting their skills up is very important because it's just always new things happening and new things coming out at a much greater pace. So they need to be encouraged. The other things we provide is also we tell them, you know, all our staff can do up to two Bible colleges for free every semester. And it's considered part of their work hours. So that means four hours a week, they can attend classes if they want. And it'll be considered part of their work hours and they don't have to pay for it. So that's just something we make available and some people make use of that. We also, we have weekend schools, which happens once a month on a Saturday. And we said they can attend weekend schools for free. They don't have to pay. And the time spent at the weekend school will be considered part of their work hours. So they spent, you know, about eight hours in the weekend school that's considered part of the worker. So this is an encouragement to keep them spiritually built. We have made this provision. Then for the professional growth, of course, one is to give them, you know, new projects, new opportunities or to increase their responsibility. So you're always watching over people and you're saying that, hey, I can, you know, I can give this person more opportunity. I can give this person more responsibility. You know, so you're basically helping them grow, you know, step by step. Okay, they do well in one level. Take them up. Okay. Why don't you lead the team? You've been a good team leader, a good team member. So why don't you become a team leader, lead a team or take care of lead two, three people or take up this particular project and get it done. You know, so within the organization, you're constantly looking at getting people up to higher levels by giving them new projects, new opportunities, increased responsibility. Or as appropriate, you can even keep them new roles that are carry more responsibility and leadership. So you're looking at constantly developing people within the organization. Some of the other things that we are doing is we have monthly staff meetings. So for example, today, which happened on the last Thursday of the month. So today is the last Thursday of the month. So today we have a staff meeting in the afternoon, two o'clock to 4.30. And then usually in these staff meetings, there is usually a time for training. So one hour where we will talk about something new. So right now we're talking about project planning and estimation. So we want all our staff to have some understanding of how do you plan a project and do an estimate, cost estimate, time estimate, resource allocation for a project. Because, you know, so many things in the ministry can be handled on small projects. You know, even preparing for a conference can be treated like a project. So to get them to understand and to do it. So right now that's kind of the learning thing that we're doing as church staff. And so today different people will be making presentations. So they were given different projects to do. So today they, as a team, so one team member will be presenting. Okay, you know, this is the project. This is how we are, we've planted out this estimate, cost and time estimate. So we allocate resources, etc. So it's a learning thing. And then, of course, the practice projects are connected to real areas of ministry that we are involved in. So like this, we, you know, in these staff meetings, it's a constant learning happening. People are encouraged to learn or maybe I should say they are, you know, in team, in groups, they are encouraging each other to learn and to improve skills, develop skills. And then, of course, we have all them to use too. So we, of course, the basic one is, you know, you can use a spreadsheet, but we also expose them to software that's available to do these kinds of things. But, you know, so step by step, they can grow in these things. The point is the organization, the Christian organization should think of developing people. Don't just look at, okay, they're coming, they're doing their work, they're doing the ministry, they're going back. No, they have to grow. The people have to grow. And think of ways you can grow the people because if the people grow, the organization can, you know, is obviously going to benefit, which means the church or the ministry is going to benefit. Any, I'll pause here. Do you have any questions so far on this, on employee development? Everybody okay? So let's go forward. The next part in church staff management is doing the performance reviews appraisals. So we do this once a year at APC. Now some organizations could do it twice a year. Some may even do it three times a year. It just depends on how they want to do it. Typically, you know, at least once a year you do it where we, the employee is challenged to look back and evaluate their own performance. And it's also given feedback by their immediate, you know, I'd use the word team leader, or if you want to use the word manager or supervisor or whatever, whoever they're working under or working reporting to will give them feedback on how the year has been in terms of their work and how they've done. And then based on that, we revise the salary. Now, so typically, like I said, the performance review document, which we spoke about earlier forms the basis of the discussion. So the staff would fill it out, they would write down, you know, their thoughts, and then they would sit with their team leader and they will have a conversation. Now, we are moving towards a more metric. So that's a very subjective base. Now that's, you know, it's more on conversation and assessment and so observation, so on. We're also looking at moving into a metric base where we say, okay, let's put some, you know, just rate yourself and so on. That's okay, but we, you know, we don't want the focus to become on numbers, but we really wanted to be on, especially because as a Christian ministry, so many subjective things are there. We wanted to be on, you know, how did you, how well did you do? How well did you serve the people? How well did you do your work? And so on. So there is both. There is this documented conversation, subjective assessment, which is very specific to the individual. And then there is also, you know, a rating based on some general areas like, and I've shared that document with you. You know, how did your creativity, innovation, problem solving, those kinds of things, you know, the person, the leader was working with the individual, obviously will know all the situations they've gone through and how they did in those situations and where they can improve. So those things can be rated and discussed as well. So both things are there as part of this performance review. And then based on that, we would give a salary increase. So the salary increase is usually comes into effect every January. So every January, all the staff typically would have an increase in their salary, unless they did not perform well the previous year. You know, if they didn't, and it has happened in some cases where we just tell the people look or tell the individual that, you know, see, we will not be raising your salary this year. Because, and, you know, what we had talked about for this year, things were not accomplished. It was just status quo. You know, so this year was the same as a previous year. Nothing new happened. You didn't take it, take things up. So we're just going to leave your salary meritors. It has happened on, you know, some rare occasions. But the usual thing is everybody does, you know, everybody is working hard and doing well. And so we, they get an increment raise every January. So that's normal. It also makes them feel valued and, you know, of course, the cost of living expenses go up. And so that's important for them to have an increase. And just a side note that increase, of course, depends on the organization doing well financially. Right. So you need to have the money to pay the people. So, and thank God in our journey so far, that's been the case. You know, we've not lacked the money funds to pay people. So thank God we're able to do that. Now, if an organization doesn't have the means to do it, obviously they cannot, you know, increase people's salaries if they don't have the money. And then you can't blame the people for it. It's just the situation that doesn't allow for increase in salary. But, you know, all things being normal, and the ministry of the church is receiving sufficient funds to pay salaries and increase salaries. And I think it should happen in those regular periods of time. A few things before we wrap up this lesson is on dealing with difficult situations. What we do have or we try to follow is we just call it a three strikes approach. That means you're given two chances. Third time the same thing repeats. There will be a consequence. So we're not talking about regular mistakes people make. I mean, we all make mistakes. Somebody forgets something. We're not talking about that. We're talking about serious situations, difficult situations. Example would be if somebody gets into a quarrel or they mistreat somebody else in the office. That's not good to your hurting somebody else in the team, this conflict. So of course we all have disagreements and views and opinions. That's normal. That's okay. Perfectly fine. That's healthy. We have different ideas and we share ideas. So we agree and disagree with each other on certain things. That's normal. We're not talking about that. I'm talking about when somebody is mistreating somebody else and then they are harsh towards them in some way. Maybe it's verbal. Sometimes it could be by just not treating them properly so on. So that could be a situation. So they speak bad or maybe they don't handle finances properly. Maybe they mishandle money. Maybe they don't deliver on something important. Example, we're getting ready for a major conference or event and they're supposed to have got something done. They don't get it done. It's serious because it impacts everybody else. So then what do you do? First warning. So first time it's happened. We sit down and say, hey, this was important. You had the time to do it. You had everything to do it, but it wasn't done. Or it wasn't done well, whatever. So you give feedback and that's warning one. So you send an email saying, okay, now after the conversation, you record it. This is strike one. This is a warning. So if that repeats again. Okay. Again, second time you're not taking action, but you are having the conversation. You're giving feedback. And again, it's documented. It's a repeat now. So two times already now. They know third time there's going to be consequence and depending on the nature of what, what, what the situation is. It could either result in a change of role. So you take them out. Maybe they're just not suited for those that kind of role reassigned them to something more simple or something that they can handle. Or it might result in, you know, sometimes maybe the impact would be a change in the salary. Okay. We are reducing your role. So your salary is also revised for that. Or sometimes it results in termination. That means, you know, hey, you're not performing. You're not doing what you're supposed to do. We have to let you go. So these are difficult situations, but it's a, there's a clear way in which you handle these things. You know, two warnings. A third time it's repeated that has, there has to be a consequence. And then the consequence is, you know, depending on the nature of what happens. Now some situations, I will come to the questions on the chat. Let me understand that some situations will result in immediate termination, immediate termination. Now in our staff guidelines, we have a code of conduct. There's our certain things we don't, you know, we don't tolerate if there is a clear lack of integrity, especially if it's handling, you know, if it's lying, stealing, those kinds of things. Or if there's a clear misbehavior in the office. There's immediate termination. I mean, especially in our setting, because we're a Christian organization, certain things are very important for us. So let's give an example or some examples. And I'm not saying this to, you know, all these people, you know, we love them. We're not against them. But if certain actions or behavior don't match up to what we require in a Christian organization, those things will result in immediate termination. That means we don't even give them 30-day notice. So usually in, when we're terminating, we have a notice, 30-day notice. They are paid for the next 30 days and, you know, then they move out. So for example, one situation happened where there were two mad at people or church staff. And I just noticed, you know, our office, you know, intensely, everything is glass, all the doors, everything is glass. You can see everything was going on. Now, he was a man who was married with, you know, wife and two kids. Here's a lady, her husband had passed away, but she had two, and she had two kids. So I understand her situation. And, but this man and this lady started getting really close to each other. And I was like, it wasn't nice. You know, so I saw this and then I've ended spoke to the man. I said, see, you are married. Now I'm talking, these are church staff. Okay, these are not like people outside. It's right in the office. So when I spoke to him, I said, see, you're married. You have your wife, you have two kids. I understand the lady's situation, husband's passed away. But you have to be careful. And I don't want to, you know, see anything happen. Yeah. And so I kind of, I gave him a warning very, so he knew that, hey, I've noticed something. I've noticed that I just spoke to him. I said, don't do anything, you know, talk, talk about it. The next time I saw something happen, that's it. My decision was made. I will not tolerate something like this in the church office. So I mean, this happened many years ago. So I don't remember the exact day of the week, but whatever day of the week, then I told both of them, I said, please meet me on Saturday in the church office. And I told the man, I said, I want you to bring your wife. I told this lady, I want you to bring your daughters in the church office on Saturday. Saturday because other people will not be there. So that Saturday in the afternoon, they all came. And so I asked, I said, I made them sit down in front of me. I asked them, you know, is there something going on here? You know, what's going on? They denied it, both of them. And I said, okay, let me talk to your wife. So I called the wife and I said, is something going on? And the wife opened up. She said, my husband comes home and all evening he's on the phone talking to that lady. No, I didn't know this, but right there, the wife is telling me all evenings at home talking to this lady. I don't know what is going on and I don't know what a home to talk to. Then I called that ladies, two kids come in, you know, hey, and they were, they were teenagers. So I asked, and they said, yeah, you know, these things go, they just on the phone all the time. So then I knew that what I, you know, in some way suspected or observed was a serious thing and it was impacting these families. No more questions, right? Then in there, both were dismissed. I said, please take your things, don't come back to the office. Finished. It's over because I had given them a warning and this was a very serious situation. Now, so they were terminated immediately in immediate termination. But then, you know, we care about them as people, right? Okay, from an organization perspective, we had to make this decision. But then they are people and they're going through challenges. And so outside of this, I met with them separately numerous occasions, trying to resolve, you know, the actual family problem, because they're also part of the church, they're part of the congregation. So from a staff perspective, yes, there was immediate termination. But then outside of this, I met with them. I met with the lady with her children trying to, you know, sort things out. This, the other family trying to sort this out. So that was done outside of, you know, employment context, more as church people context. And sadly in that situation, things went from bad to worse and, you know, it just deteriorated completely. And it was a very messy thing. But I'm just giving an example. And this, you know, I'm giving an example where there are, there will be difficult situations. And you have to have the courage to take action. And sometimes immediate action is important. Now, one of the things, now, so I've given you, you know, one example, but another thing that's very important is conflict. Conflict. That means if, and especially it has to do with, say, example, one situation was people who are part of our pastoral team, but they were having conflict, they were, you know, in conflict with church people. Again, we don't tolerate that. You're in leadership. You've got to be loving towards people. You've got to care for people and you can't, you know, get into strife and conflict with people. And that's not tolerated also. You know, so those are things where you're clear. It's going to result in something that's very drastic and immediate. Of course, you know, there's a way we do it. There's a process of, you know, telling people talking to so on. But it will result in some action, consequence for those kinds of behavior. Okay, let me pause here and then take time to discuss things, see if there are questions here. Okay, all right. Okay, there are a couple of questions in the chat. All right, I want to scare all of you, you know, I'm just telling you these are the real things that happen, even in Christian organizations, Christian ministry, and you've got a diva that you got to address it. Okay, and all right, let's take up Roshan's question. How to tackle underperformance. Okay, Roshan, so when you see somebody who's not performing, the first thing is, of course, to find out why you're underperforming, then see how we can help them, you know, what can be done, maybe they need some training, maybe they need somebody to help them to mentor them, and so on, see if they can be helped. And then you're giving them time, of course. And if things don't change, then you have to think of what is going to be, what would be the most appropriate action. Maybe they need to be reassigned to a different role where maybe the work is something they can handle better, you know, so maybe they're in the wrong place, so do you need to reassign them? Is it just lack of motivation? They're not motivated, they're disinterested, then that's something you can't fix it, because that's coming from their heart, you know, where to find out, you know, why are you not interested in your work, maybe they're just doing it for a job and somebody forced them to come, I don't know. So those are things we can't help, you know, or sometimes people may be going through difficulty in life, right? They may be having some personal situation in their family or at home or whatever, and so okay, then you're understanding, okay, you know, we'll wait for the next couple of months so that those situations resolve then, you know, but then it's a clear understanding saying, look, I understand that right now you're going through difficulty, but then this cannot continue forever, right? Because, you know, their underperformance will affect everybody else, so how are we going to resolve this? When is it going to be resolved? When can I expect things to get back on track? So we will have to have those conversations, see how they can be helped, but eventually if things don't change at some point, you have to take a call and which means that if they have to be relieved from their work, that has to happen, which has happened, you know, and as a Christian organization, if we don't do it, then we are actually wasting resources, we're wasting time, we're wasting money and that role could be given to somebody else who'll do a great job and can bless many people, you know, so we'll have to make those decisions, okay? Elisha, when a Christian organization fails to pay the approved legal minimum wage with the excuse sacrifice, how should it be treated by the staff? Well, I think the decision, the final decision is with the staff. The staff can make a decision, you know, okay, I'm not getting paid what I should or what I would like to, so I have a choice. I can continue working here and knowing that I am sacrificing something in order to work here or I can definitely go out and get a different job that would pay me differently, maybe pay me better in order to take care of all of my financial needs. So I think the end decision is with the staff. The staff should not feel obligated to work for the Christian organization. There is no obligation. The staff has a freedom to make the decision. The staff can decide to sacrifice and work or the staff can say, I can move out to another place where I would get paid better and there's nothing wrong either, however they decide. The only thing is it shouldn't be done. The decision should not come out of an obligation. It shouldn't come out of, oh, if I don't stay, if I don't sacrifice and stay here, God will get angry with me. God will get upset with me. No, it's really, you know, what is God doing in your life? How is God leading you? You're free to make that decision. Follow God's will. God's leading. Yeah. Okay. All right. Abraham asked, you know, what happens if they leave the church? Would you allow them to go? All right. So I suppose Abraham is talking about the situation that I just described, which happened some years ago. Yes, both of them left the church. I mean, right at that time they left because they were disciplined and they did leave. Now, I did meet with them, you know, subsequently to have conversations and all that. Both of them left the church and, yeah, we let them go. You know, we can't control people and we're not going to spoil their name or they're not going to call everybody in the city and tell them, no, that's not what we do. They decided to leave and that was their choice. We didn't interfere with that decision. Okay. Srikumar, yes, your question. Thank you, sir. Sir, I just want to know something. I really don't know what I did is right or wrong. When I was serving in a church, not the current church where I'm going right now. Actually, there are certain things happen there. One of the leaders, the pastor has allowed him to serve on the pulpit. With pastor's knowledge, you know, he had a different relationship and later I came to know and he got married with that and she was a Muslim girl. And actually, I spoke to two, three times with the pastor and the pastor has not took it seriously. Then I took a decision to step down from my leadership thing and I came out from the church. So I just want to know that what I did is right or wrong because from my point of view, whatever, how much I can able to make the pastor to understand. But end of the day it was his call. But many people said you did wrong. So I don't know what I did is right or wrong. Yes, sir. Thank you. Okay. Yes. So now I will answer in brief, but I don't know like Srikumar. And I don't want to necessarily get into what happened to the other person who, you know, was having a living relationship and was also allowed to minister. Now, obviously, that is wrong. You know, like if a person is doing something immoral and then yet then definitely you don't want and is living that way for, you know, whatever Peter of time and doing something wrong. And you don't want that person to be given the pulpit especially to be ministering to people. That obviously is wrong. I don't know all the details, but I'm just responding to the information you shared. So that definitely is wrong. That's definitely something the Bible also doesn't approve of. And we wouldn't even, you know, we wouldn't support that. So I think, I mean, my response would be, you know, see the Bible tells us that each one should be fully persuaded in their own minds. And this is Romans chapter 14. That means you know, if you're convinced that, hey, this is wrong. It's not according to the teaching of the Word of God because somebody who's ministering the word should be held in higher standard. James chapter three was one and two. So, but that, you know, and so what's happening here is not right. The Bible tells us, you know, first Timothy chapter five, you know, an elder who's sinning. You need to correct that person, you know, and can't just ignore that. So she has a person who's ministering the word. I'm assuming some sort of a spiritual leadership has been given to that person, but they are in open sinned. And of course they have to be corrected. The Bible teaches us that. And so that's not happening. Then you have the right to decide that this is something I don't want to support. I don't agree with it. And I wouldn't want to stay here. Right. So if you ask me, I think, you know, you did whatever is in your heart and doing that is the right decision. There's no point in sitting there and just tolerating something that is obviously wrong and pretending that you're okay with it. I mean, that's not that's not helping anybody, you know. So you can you will feel you felt convinced in your heart that this is wrong. It's not being addressed. I have brought it up, but it's being overlooked as neglected. I do not want to support this kind of thing. So I am removing myself from that situation from that environment. And I think it's the right thing to do because each one of us we have to be true to our own heart. You know, what you're convinced you have to be true to yourself and you did the right thing. So that's my that would be my response. Yeah. Thank you. Thank you. All right. Any other questions? Any other thoughts here? Okay. So let me just, you know, say something and then we will go for a break. You know, when we are talking about dealing with difficult situations, I want to, I want to say this. That the easier thing to do is to ignore the situation to pretend it's not happening. But that is also the more dangerous thing to do because you can imagine it like this. I'm just using an analogy that a difficult thing is like a cancer. You know, if somebody is not having good relationship with other people, they're mistreating people. They're having, you know, a very, you know, a behavior that's always creating conflict or maybe it's sometimes it could be unethical. It could be a lack of integrity. It could be immoral, whatever. You know, there's all spectrum of things that if you see it and you ignore it, it's like a cancer. It's always easier to deal with the cancer when it's in its initial stage like this stage one, you know, and of course you need to check. Is it malignant? Is it benign? It's malignant. I need to deal with it. Even if it's a benign thing has potential to, you know, impact the life of the person, deal with it. So it's always better to deal with these matters at the first instant. That means as soon as you see it, deal with it. Don't ignore it. Don't pretend it's not there because if you just overlook it, just remain quiet, it's going to grow. It's going to grow. And soon that very thing can destroy. It can destroy maybe even the whole body. And we can't blame the people. We have to blame the leadership. The leadership did not deal with it at the first instant. They just ignored it. They just pretended it was not there. And what could have been addressed in stage one reached stage four and the whole body was destroyed. Who's responsible? The leadership. So, you know, I want to leave you with that thought and that, you know, we must be up and watchful and then take action as required. And don't feel guilty of taking firm action. You're doing it in the best interest of the body. It's like the surgery, you know, you have to cut it out. It's painful at that moment. But you know what? It's for the good of the body. Stage one, early stage, detected, dealt with the body will have a long life. If ignored, reach a stage four, the body will be destroyed. It's too late to do anything. Okay. Take a break. We will come back after the break. And if you have any questions, we'll take it up. Thank you.