 Okay. I just want to share a few thoughts, a few verses actually from Proverbs 4, okay. Proverbs 4 is the whole chapter is on wisdom, right. And it's an amazing chapter where it talks about the importance of wisdom, the importance of understanding. And there's a lot of exhortation to pursue wisdom, to go after understanding and what will happen as a consequence of it. Yeah. So I just want to read a few verses that is verse 4. He also taught me and said to me, he's talking about the instruction of the Father and he says, let your heart retain my words, keep my commands and live. Okay. So let your heart, your innermost being keep my commands. I think we've seen this earlier also that it's not a superficial thing but you know, out of our heart we keep the commands, keep the instructions. Okay. If you go down to verse 20, okay. It says, my son give attention to my words, incline your ear to my sings. Do not let them depart from your eyes, keep them in the midst of your heart. Verse 22 says, for they are life to those who find them and health to all their flesh, right. And so on. And then the rest of the verses again talk about keeping our heart with all diligence and so on. So there's a lot of reference to wisdom and how we should actually pursue and how we should keep wisdom and the commands and the instructions in our heart, out of our innermost being, right. So again, just want to remind us that it's not when we are in a certain environment. You know, this thing is not applicable. Okay. I'm in this kind of environment and this kind of setting. Therefore, you know, I need to be like this. No, because this eternal truth is something that we go after, pursue and keep within our hearts, no matter where we are. Okay. No matter which season of life we are in, right. I'm sure I've heard people say, okay, when I was young, when I was a teenager or when I was a single person, you know, I used to, this is how I kept the word of God or this is how disciplined I was. But now, you know, all that has changed, you know, in a different season of life and different responsibilities and different, you know, pressures of life and all, you know, saying that I've left all that, right. But then here we see the instruction, no matter what season of life we are in, you know, let your heart keep my commands, right. Let your heart keep my command. So, because when we do that, it is health to our flesh and it is life and health to our flesh. So, it affects us internally, it affects us physically, it affects us emotionally, right. So, of course, we're talking about the word of God, we're talking about wisdom in general, how we are exalted to do that, right. So, let's pray. Father, we thank you for this exhortation, God, that no matter what environment we are in, God, no matter what season of life that we go through, God, Lord, we pray that we will keep your word, Lord, from our heart, with our heart. Lord, may our heart, may our hearts of Father God retain these commands, retain the truth, Father God. And even as we do that, Lord, I pray that, Lord, that our entire being, Lord, entire course of life, Lord, will be affected, that we will not be found, Lord, in the path of the sinner or the wicked or the scornful, Lord, that we will walk in the path of life. And as your word declares, again, God, that the path of the righteous grows brighter and brighter, shines brighter as a noonday. And Lord, we pray that, let there be an elimination of ignorance, let there be an elimination of everything that might cause darkness or, Lord, influence of darkness, God, we pray that at our path, oh God, the course of life that we walk the path of God will be brighter, Lord, because you are the light, you are the one who shines light on the path that we walk in, God. We thank you. We give you all the praise and glory in Jesus' name, we pray. Amen. Amen. Okay. So, yeah, we've come to the last two topics of teamwork. Okay. So, last class, when we ended, we saw that one needs to be selfless, okay? So, which is the opposite of selfish or, you know, everything centered around us is the opposite of that, right? That doesn't mean that we don't take care of our needs, but then, but to be other oriented over and over again, when we work with people, when we work as a team, we just need to have that aspect. So, we also looked at how, you know, if we are selfish, if we are, you know, because of how we grew up, whatever things that have happened to us, we, if we are, you know, everything revolves around us, right? If we have that to be a strong hold in our lives, then how to deal with it, right? So, we can give secretly, meaning, you know, even financially, we can give generously, we can, you know, take a subordinate role, which means you're just part of the team, you're not leading. All this will actually kill, you know, all that self-centeredness in our lives, right? When we compliment others, promote others over us. So, that is something that we saw last, last class. So, today, let's look at, you know, how this aspect or this mindset of solution-oriented, which means not problem-oriented, but solution-oriented, okay? So, that we find a solution, find a remedy to the challenges or to the problems, right? So, the very reason that we might be leading a team, the very reason that we might be in a place of work, right? We are employed by an organization, you know, is to solve problems, right? So, in ministry also, yes, we are there to, you know, share the truth, share the gospel in different ways, like minister to people within the walls of the church, outside of the church, and so on. So, problems become a part of whatever, you know, we are facing. You know, there will be problems, you know, problems of various nature, various, different kinds of problems, right? Problems of inadequacy, problems of, you know, maybe financially, maybe it could be human resource related problems, which mean people problems. So, various problems, right? So, the thing is to have a mindset where, you know, how can I solve this, right? How can I solve this? And we can have a solution-oriented mindset only when we are, you know, positive in our outlook, right? In a positive in our outlook saying, which means that whatever truth that God declares about us, who we are, in Christ, what we have become, the fact that God indwells us, the fact that he has positioned us for victory, you know, all this needs to be, needs to have a deep root in us, right? Only then we will be positive, right? Otherwise, we will be focused on the problem. See, it doesn't mean that we should not be aware of problems, or we should, you know, have a, you know, kind of an escape mentality, escape is mental. We were saying, or a mentality, or a, you know, mindset of denial. We were saying, hey, this is not a problem. You know, when there is a problem, we need to acknowledge that it is a problem. Okay, there is a, there is a challenge, there is a problem. But not to go on describing the problem and the magnitude of it, but to go beyond that, to see what is the answer, you know, what is the solution? How can we solve it, right, to have that mindset? Okay, so, so we could have different people in our teams, you know, where one is just talking about the problem, elevating the problem, meditating on the problem, right? But then are we talking about answers? Are we talking about, okay, so how do we go about solving it? You know, we should, as a team leader, we should bring in that culture, you know, okay, this is the problem. Can we solve it? How do we go about solving it? Okay, so, you know, that problems are a matter of perspective in the sense, yeah, we see it as a problem or we could see it as an opportunity, right? An opportunity to solve an opportunity to overcome an opportunity to see big results. We can see it, you know, there are, so it's a, it's a matter of perspective, you know, where we say, okay, this is a problem, this is a circumstance or do we see it as, okay, this is a solution and we see this as a challenge. It's up to us, right? So, when we as leaders, when we lead in this manner, then the others also grasp that quickly, hold on to that, right? Yeah, you know, it is, it is true that temperamentally, we could be very different, right? We could be very negative, we could be very pessimistic, whereas another person could be very, very optimistic, right? It's true, right? It could be like that, but then we need to bring in this aspect of solving problems. It is true that problems can stop us or they can stretch us, right? Stretch us, meaning, you know, whatever learnings you have, whatever skill you have, you go beyond whatever, you know, whatever effort that you have put so far, you go beyond that, you stretch mentally, physically and solve it, okay? How many of us have, you know, worked through the night for something, to solve something, right? Through the night, 24, you know, you worked through in order to finish something, you know, then you realize, hey, I can actually do it and I wish I had started earlier, you know, normally that's the thing, you know, when we, whenever we finish it, I wish I had started like a month early and put in the same kind of effort or maybe half of this effort, then I would have actually solved, you know, I would have, the output would have been much better, right? And a lot, lot less stress, right? So yes, you know, there is a stretch and you realize that, hey, I can stretch so much, I can go so much whenever we face problems and that's when you realize that there is strength, you know, whatever we have developed over a period of time, there is strength, okay? So when we look at problems, you know, it can either stop us, which means that you, we don't begin to stretch, we don't begin to use our learnings to solve it or we say, okay, let me see, let me see how I can face it, let me see what I can do about this, right? So and then we solve it, okay? So especially if there are problems that we have given up halfway, saying that I cannot solve it, I, you know, I don't have the mental strength, mostly it's a case of mental strength or a willingness to face the problem or to, you know, to solve it, right? So suppose we come to that place where we're saying, okay, let me pick it up again, right? And solve it and I'm not going to give up unless it's, until it's solved. Yes, it's taking time. Yes, I'm making very slow progress or no progress, but I'm going to do this, okay? So that's the mindset to have, okay? So refocus our thinking on solving the problem, not on, you know, just meditating about the problem. It is also an opportunity for us to rethink our strategy, okay? See, our input into a particular work results in a certain kind of output, okay? Which means maybe you've, we have put in, you know, maybe two hours every day and we've got this kind of result, right? So it's, and also maybe we went about doing things in a certain way. So it's an opportunity for us to rethink what kind of effort can I put differently, right? Whatever effort I put in has resulted in this kind of a wherever I am, you know, what I am doing, what the team is doing right now. Now, can I rethink whatever effort I've put in? It could be whatever, you know, church ministry, church growth, you know, whatever we've been doing so far, right? To rethink the strategy, rethink the process, right? Can I change? So many times we, we want to put in more effort, but it's the same process, right? It's the same thing, okay? We think, okay, I need to put in more effort, I need to spend more time, not necessarily, you know, it need not be true. We just may, we may have to change our strategy, change the way we are doing things. And maybe with less effort at times, right? The effort need not be, you don't have to double up the effort, but literally, you know, half the effort, but change the strategy. Okay, so think on those lines, okay? So this, when we have a solution oriented approach, it actually forces us to think like that, you know, maybe even think out of the box, think out of thinking out of the box meaning that, you know, you, you think how normally you will not think, okay? Like for example, I remember in one of the, you know, one of the companies that I worked in, you know, just wanted to solve certain things, the guys needed to work through the night on some reports, okay? So, so the boss was really the sales manager, he was really thinking in all aspects, he was thinking out of the box. This is, this is before, you know, they didn't give us laptops, we didn't have laptops, only the top manager had laptop, laptops were very expensive those days. So it's like that, right? So only desktops, so in the office, the computer's there with the screen, the, you know, processor and all that. So, so the boss said, you know, the team was staying in a hotel and so the boss suddenly said, you know, why don't we just shift the computers to the hotel? Four or five computers, take it out of the office, shift it to the hotel, let them work on it, right? So everybody was shocked, what? Shift the computer out of the office, nobody thought like that. They were thinking, okay, how to get the report out in the morning, and how to solve this thing, you know, now it seems like an easy thing, right? Use the laptop, go to an internet place, work through the night, but then all those options were not there. The only option was shift the computer physically, take it to the place and do it. But he was, he was, you know, he was kind of bold enough to suggest that, you know, all the others were, you know, how can we take it? But so think out of the box and see how we can rethink, in rethinking our strategies, right? And see how whether it works or not. But we know that, you know, I think they asked a famous scientist, like, how do you, you know, how did you come up with this invention, good invention, great invention? How did you come up with this? You know, how do you succeed in this? So he said, you know, because I succeeded in this, because there were 100 other things that didn't succeed. 100 other ideas, 100 other inventions that he, you know, he put his effort into that did not succeed. Okay, so which means that he was constantly refining the process, rethinking, you know, how can I do this in order to solve the problem? I think it is Edison, right, about the light bulb. I'm not sure. Yeah, I'm not sure. I think, I think it is, right, it is him. So he, he talks about how not giving up the 100 other times, right? So, so maybe that's something that we need to have. And maybe that is something that we need to build a muscle for, you know, meaning be strong in that as a problem solver to say that, I'm not going to give up. I'm going to rethink, because as believers, we have an extra edge because we have the spirit of wisdom, knowledge and understanding, right? Spirit of revelation and wisdom in dwelling us, right? So we can always ask, we can always be open to his leading and, and be creative. Yeah, so rethink strategies. Sometimes it's a question of repeating the same process, but it's in a different season. Okay, for example, you know, I always like to think about this. You know, that as a church, the central location, you've always been renting, or, you know, it's a hiring for that Sunday, right? We've always been doing that. So I remember when I initially joined as an administrator, and we were meeting in one place, and we had outgrown that place. But we were just continuing on. But the sisters who, I mean, the Catholic sisters who ran that place, they said, no, you can't meet anymore. We are planning to give it to on a long term lease to someone. So you can't meet in this auditorium, you have to move out. So, and it was like, just to, you know, two weeks notice, then we were just saying, wondering, God, what do we do? We need to go someplace and do this. And, and so we were thinking of different options. And we went to, we went move to another place which opened up, we went there. At the same time, I had also checked one other school. I think maybe you've seen that European school. Have you, were you there when we know it was probably before your time? The one is on Museum Road, the school which is on Museum Road, St. Joseph's school, we used to meet in that auditorium. So I had gone there and asked them, you know, we need, we need place. We need to, the thing, can you give us, that person was there flatly refused? He said, no, no chance. We can give you probably for one week, two weeks, but you can't take it throughout, you know, not 52 Sundays in a year, we cannot give you that, flatly refuse. So we met in another place. We started meeting. Then we had to move out of that place. And because they were renovating it, they were going to take six months to do it. So we had to meet in another place. So this I'm talking about, maybe after three years or four years, whatever. So then I immediately thought of the previous place, this place where I had asked and that person said, no. I said, you know, I don't know whether we should try it because we had tried once. They said, no, but somebody in the team said, okay, no, I'll go and ask anyway. Let me check. I will ask. They said, okay, fine. I had asked once, they refused. Maybe, you know, if you ask, maybe whatever, you know, so he went first meeting, met with the person and said, you know, this is the church, we'll do the other thing. So four years down the line, the leadership had changed over there. So this person was open. This person said, yeah, sure, come. Come next Sunday. We'll sign up. You can meet. Only thing is whenever we have a school thing, we won't, we'll tell you in advance. So after four years, the whole scenario changed. The same place. So some, then I realized, hey, sometimes it is okay to repeat a process, which you, which failed, which did not open the door. It was a closed door, but now times have changed. Leadership has changed. It's in a different season. It's okay. It's okay to knock on the door. It's okay to try it out and see if it will be effective. Repeat the process. So when it comes to the team, when it comes to the church, when it comes to various things that we are working together, when we are talking about being solution oriented, it also means in addition to rethinking strategies, it also means revisiting some of those ways in which we did, which were not, which was not effective, but now because of changed environment, changed factors, it could be. So I'm just giving a, I'm not going too much into the specifics, but this one example is something that really clicked or helped in this situation. So it could be anything, you could try it out. It could be an outreach method, which was ineffective then, but now maybe it will be effective. It could be, at the same time, it is also, it also means that something that worked earlier, which is not working now, have the boldness and the courage to stop it. It could be that kind of a method that we used. We had that open window, we could actually use it, but now we don't. So we should have the discernment and also the courage to stop doing it. So the next one, the last one is about toughness. Use the word tenacious. So being tenacious means being tough, being stubborn. In a negative way, it'll be stubbornness. Don't give up. Work with determination and not waiting on, okay, I hope things will change. I hope you work. And like somebody said, don't stop because you're tired, but stop when the job is done. We all need times of recharging, refreshing, renewing, but then restart. Be refreshed, be renewed, get charged and restart the effort. And you stop when the job is done. Give you 100%. Okay. To be tenacious means not just work harder, but also work smarter. Okay. Many times we think of working hard, putting in a lot of time, a lot of effort, but also see, you know, is there any way where I can maximize this effort? Okay. Like we have a lot of inventions, right? Can you think of something where we put in a little effort and then a lot of, you know, it creates a lot, a big impact. In physics, we learned about lever. Lever meaning, it's, let's say, you know, in the olden days, people tried lifting it, shifting things, but they used to lever, you know, where it is like a plank and you put it under the thing and it has a weight and you press on it and then it lifts. The same thing to do with the pulley. What is a pulley? If you, you know, I think the wells are very, very new, I mean, very minimal these days. But, you know, where I grew up, there was a well. Yeah. So you try lifting water out of a bucket from a well with a rope, right? You can pull it up like this. So it takes a lot of effort. You need to be a strong person to do that. But if there is a pulley, pulley is a wheel, right? And it's, you know, it's fastened in a place so that it rotates. You put the rope through that. I'm sure all of you, you know, you've seen the well and you use the pulley we have here or the net exactly. So you use the pulley, then you realize that people who are not as strong as you are in order to strength, you know, lift up. They can also lift the same amount of water, if not more, when they use the pulley. Okay. So things like this. So what is the pulley or what is the lever that you need in your strategy in the efforts that you're putting in? Find out. Maybe, you know, you're saying, okay, you know, I'm not able to study at all, you know, one hour, how can I study? Okay, then there is a, now they've come out with a strategy, you know, you give your full 100% if not more attention for 20 minutes, take a break for five minutes and then go back. But you need to be disciplined to take a break for five minutes and go back again to give 20 minutes of undivided time, take a break for five minutes and again. So your break, your one hour is split into three periods of 20 minutes with two rest periods of five minutes. So people find that, hey, this actually works. I'm able to do that. I'm able to give a deep concentrated effort for 20 minutes. And then I start getting distracted. Okay, no problem, rest for five minutes. And then again, you know, it's called the promo-do method. Okay, so these kind of things are there. So this can be the pulley or this can be the lever for studying, right, where you put in effort, but it gives a great return. Okay, so when we say tenacious, when we say tough or never giving up, work hard, work smart. Okay, and when we commit to values, things that we hold in high esteem, okay, this always helps us. Okay, they're saying, okay, I need to be a person of truth. I need to be a person of integrity in all that I'm doing, then we're able to, you know, if those are values that you hold in your heart, then you're able to put in effort, you know, like punctuality and so on, right. And you can even make work something that is competitive, right, something that you challenge yourself, saying last time I did this, and let's see, you know, how I can do this, right, how I can, so you challenge yourself. Okay, you stretch yourself, you challenge yourself, and you see that how you can do things in a better way, how you can put in more effort, how you can put, so take things like that, make it a challenge, make it a project, make it a challenge for yourself, right. So these are things that really help us to become tenacious, to be strong, to be, you know, to be, to have that attitude, I'm not going to give up halfway, okay, right. Okay, so with that, we come to the end of this course, and especially this topic on teamwork. See now, like we started, when we started, we're saying this, this whole thing of leadership is like a big ocean, right. So we just looked at some aspects of it. So in your personal study, it can, you can always make it a consistent thing, you know, something that we can revisit, you know, as, as you go through life, and see, you know, how can I be a better person, a person who leads in a better manner, right. And if possible, you know, if you can attend a conference called Lead Like Jesus, you know, that is also something very, very useful, like Lead Like Jesus, maybe in the place where you are, there could be a weekend conference or something. So that is also something that you can attend, okay. Okay, so with that, we come to the end of this course. Any questions or any, any thoughts on leadership, any takeaways that you want to share, feel free to share. We looked at three sections. So, okay, any of the mic? Okay. Yeah, go ahead. So first of like, regarding teamwork only, my question is from teamwork only. So we talked about like, teamwork is not a one-man show. So my question is like, in our team, one person is like to do and able to do multi-works. It means everybody have the responsibility, he is able to do multi-works. So is it okay to give you more responsibility to him and other responsibility also to him? Okay, so what you're saying is, this person is able to do multiple things and able to do it well. Yes. Okay. So your question is, should I give more responsibilities? Yeah. Is that what you're saying? Yeah. I mean, if it is required, if it is required for the team, and if it is necessary, you can. And if the person also enjoys doing it, why not? You can do it if it is required. But also, I think you just need to see whether you're, be cautious about whether you're overloading that one person with too much. So while initially, that person might be excited and take it up and do it, but over a period of time, is it affecting other areas of that person's life? So you just need to be, as a leader, you need to be mindful of that. So you don't burn out that person and make sure that, because if you burn out, then you're worse off than how you started. Even that one thing that he was doing, he's unable to do, because he's reached a place of burn out. So you, we just need to make sure that we prevent our team members from burning out. Now, there's always sufficient rest, recharge, etc. At the same time, challenge them to do more. Yeah. Okay. Yeah. Like, when we are leading a team, and we have to assign certain works. And if a person is so enthusiastic to pick up the work, all alone by himself, and which we know, like, it's hard to manage by one person. But if that person is like, no, I can do it, we'll do it. Can we give it into our hands, leaving? It can't be possible with one person. So you're saying the task is actually, it is humanly not possible for that person to do it. And you know, that is a reality. So the thing is to, I mean, if it's a non-critical work, okay, non-critical work, by that, I mean that if the person doesn't end up doing it, it's okay. We can manage. You know, if it's a non-critical task, then you can try it out. If you have the luxury, okay, you can say, okay, you try it for a day, you give me feedback, you see if you're able to. Otherwise, I'm going to make sure that it is handled out. If like, just to make that person understand, like, you also need a support, you can't make it alone by yourself. Just to taught that lesson, can we give it so that when he goes into the field, he knows that, okay, I can't do it on myself. I need help. I have to work together just to make that person understand. Can we do it? Like, so I was asking just to teach a lesson, can we all leave all the load on him? Right. So as a learning, right, as a learning for the person. So the healthy way to do it is to say, okay, a healthy way to do it is to say, okay, you do it. Give a time frame. Try it out. Two days, three days. And I'm also going to observe. I'll let me also, you know, share some feedback at the end of it. Okay, so you also tell me. So that person comes back and says, hey, it was very tough. Or the person is trying to be brave and saying, no, I think I feel I can do it myself. Then you give your observation, you know, I saw this, but it was actually not helping. So let's, you know, so it's a learning for that person. And you can also share your, whatever you observed, whatever your feedback is, so that the person receives it. So, so we should not have a, see, I told you that day itself, I told you, you know, that may not help. You know, that is not really healthy. I mean, it depends on your relationship with that person. You know, if you're very close, you can say, I told you, no, don't do it. Yeah, you told me that day, fine. No, you can just, you know, brush it aside and keep going. But if it's not, if it's a very formal kind of relationship, this I told you that day itself won't help. So a healthy way to do it is, you know, you try it, you give me feedback, I'll also observe. I'll also give you feedback. But then, let me decide after a couple of days. So with that understanding, then it'll have a help. Okay. That's a similar to this question. Like, in case, like, person is saying, okay, it is tough, only we can say like that. So the things are not going well. But this person said, okay, it is fine. Or we can talk. Yeah, so things are not going well. So we need to list down what those things which are not going well. Okay, so, so that's what I'm saying, you know, you're giving your feedback. See, this is what I observed. Point number one, this didn't happen to this didn't happen. While, you know, if, if there was help, then this would have sufficiently, you know, it would have happened in a better way. So this was so let's moving forward. Let's not continue in this way. Let's do it. So whatever, you know, because we need to have this, this is the standard. It didn't help. So let's, let's drop this method and let's do this. So we can do that. Yeah, but we need to share that we need to and yeah, in an objective manner. Yeah, that's, yeah. So in a team, like we have a boss, not leader, for leader, one boss appointed on a team. Okay, so leader, associate assistant leader, the team. Okay. So in terms of a team, other team, some people are not cooperating, but the leader is saying you should cooperate with them, you should teach them. So how to handle the, like, who are the people who are not cooperating. The cooperating is like, they're not responsible. They come to work and all, but they weren't responsible for it. Okay. Okay. So the leaders assigned to the team. So the, the actual ground work is monitored by the associate leader. Okay. So, so the leader tells the associate leader that you need to work together. You need to get this done, but whatever is the thing is not happening. So, so the associate leader, associate leader should communicate to the leader why, why things are not happening. Yes, we need to work together, but this is a problem. Okay, this is the problem. So why don't we address that? So the associate leader and the team leader talk to the team about that particular problem. Okay. So the leaders also there, the associate leaders also there. So the leader is the one with the, you know, responsibility and overseeing the whole thing. So the leaders also there, the associate leaders also there, then you address, okay, this is the problem and we cannot have it this way. We are seeing that people are taking it easy, maybe whatever the problem is, you know, not being on time, the work not done properly, you know, it is there. So we address it. So I'm assuming the associate leader has actually tried his best or her best to talk to the team, but they're not listening, right? So then the leader also should be there and the associate leader. And then, so it's not about pointing fingers or putting one person down, but what is good? This is the work that needs to be done, but it's not, you know, we're not able to get that done. So the leader can give the input saying, okay, this needs to change. And guys, I need you to do it in this way. And the associate leader is also there. So, so then I think, because the leader tells the associate leader and actually it has been delegated to the associate leader to take care of the team to finish the task. Now in that delegation, something is not going right, right? And the associate leader keeps telling, or the leader keeps telling the associate leader, do it, do it, do it. But it's not happening, which means the leader has to step in along with the associate leader. And that does the matter. So, and the leader can also, after that say, okay, you know, this is how, so in that meeting, a couple of things can be found out. Okay, the way in which the team member is functioning, maybe not respecting delegated authority, so many things, you know, the leader can find out. The leader can also, you know, notice that the way the associate leader is directing the team, maybe they could, there should be a change, you know, maybe there should be some kind of a aligning, refining. Okay, so that leader can address both, you know, maybe in private to the team, the associate leader saying that this is what I noticed. If you do it in this way, maybe it'll help. So, so these are ways to go about it. It's not always easy, as easy as how I'm saying it, you know, because it involves that human element and the challenges are multi-layered, right? But, but this is a way to go about it and address the problem. Yeah. When we see like, working in a team or like, when we all come together as a group trying to figure out things and work something, it is quite possible to have disagreements. Disagreements. Yeah. And also, like, what we think can be done may not feel, other person may not feel it's the right thing. They may have a different way to approach towards it. And in those situations, how we can be open for correction, like without, without being offensive, without taking offense, how we can make that, like be transparent and without being offensive, share our views. And also, how we can come out that hesitation to share our views telling, I disagree with it. I disagree with this. How we can do it without hesitation. Yeah. Yeah. So, so let's say we have a team. Yeah. Yeah. So, so the scenario is we have a team, we have a team leader and the team leaders asking for suggestions. No. Oh, right. But there's some, yeah, working together as a team. But there's somebody facilitating the discussions and direction or no, sharing thoughts, sharing ideas. Okay. It's good to have one person facilitate and give direction to collect, to direct the discussion. It always helps. And normally, there will be someone who's, who's doing that, right, who will end up doing that by default. You know, in a, in a, whenever you have a discussion, somebody will be directing, somebody will be asking questions and so on. So, so it's good to have that. But if, if that person is not there, then, okay. So the thing is to, it is a culture. Okay. It's a, it is not an overnight thing. It is a culture. What do we mean when we say culture? It's, it's like something, a custom or a tradition or an unwritten thing that we need to keep building over a period of time. Okay. So we need to have that culture of openness in the team. Okay. So somebody has an idea, has a suggestion. So what will kill that if we say, okay, that will not work immediately. You know, we put that down, then that person will stop giving ideas. Yeah. So the thing is, they, well, yeah, more, it's more out of being offended. Okay. So, but the thing is also, how do you say that? Are you, are you addressing the person or are you making sure they're addressing the issue? Right. So because of the, if you're addressing the person and saying, you always come out with these kind of ideas, or if you're saying, you know, that's a terrible, you know, whatever, you know, so then it is going to, the ideas will stop. Okay. So the thing is, when you're brainstorming, there'll be some, something which is totally out of the blue. Okay. Or somebody saying things for the sake of saying, all those things happen. Right. But the thing is to categorize it and say, okay, these are, these are ideas, it's, it's good to, and it's also one thing for us to, even at the beginning of this whole exercise, to say that, guys, not all things can be implemented. Right. Not all things can be implemented. Implemented meaning, not all things can be put to practice. Okay. But we want to hear. We want to share your thoughts. Please go ahead and share. There will be some things that we can implement. We can go ahead and do it. But there could be other things that we cannot. Okay. So just wanted to share. But please go ahead and share. It's, it's important that you share. We want to hear, because there could be some valuable things coming out. Okay. But there needs to be a facilitator, so that they can take, take a call and direct and say, okay, these are the ideas that came. This is something which is workable. Then let's do it. Okay. But in the event of that person not being there, it will go into a majority vote. Okay. Which may or may not be the correct thing. Right. The majority says, okay, we need to cancel classes for the rest of the semester. Everybody thinks, okay, that's the great idea. Then majority says that. Now going by majority may not be the right thing in all cases. Right. So, so that's why it's good to have a facilitator. It's good to have somebody giving direction. Because there's this whole thing called group think. Group think, which means because of certain influencing factors or influencing people, the group begins to think in a certain way, losing objectivity. Right. When you say objectivity, it means, okay, are we looking at the problem clearly? Are we looking at both pros and cons? Are we, am I letting my emotions, you know, lack that objectivity? So, the group begins to think in a certain way. It's what we call as a group think. So, when group think happens, then majority, you know, you decide based on majority, it may not really be the most effective thing. So, yeah, so the problem, the solution is to have a culture. The solution is also to communicate very clearly the expectation and the outcomes. We will do this, we will not do this and think. So, somebody might say, no, this is a great idea. Why are you not taking my idea? So, all that can be sorted when you initially itself, you set the expectation, saying that this is what we are doing and this is, despite that, yes, you know, these things could happen where people say, no, my idea, it was a better idea. You know, even after the meeting is over, they could be talking and it was a better idea. I think we should have done that. It's fine. You know, this is, you clear, say clearly, you know, we will try it out and then that would, that would help. Okay, I think one more minute to go. Any comments, anything? Okay, as far as this course is concerned, you know, we've covered a lot of material. We went through those three sections and, you know, some things you caught it in your heart, in your spirit and certain things we might have to revisit, you know, use the material as I already recognize. I still do go back to these books. So, I suggest that, you know, we do that and but the essence of it is something that what we've caught in our hearts and our spirit that let us put to practice, right? When we lead teams or when we are team members, let's do that. Okay, so we'll wrap up. We'll close here. Thank you so much for being part of this leadership course. I hope it was a blessing. God bless. Bye-bye.