 Okay, morning Sheera. I just want to very quickly read one verse and it's a very brief thought. It's Proverbs 27 and verse one. Okay, Proverbs 27 verse one says, Do not boast about tomorrow for you do not know what a day may bring forth. Do not boast about tomorrow for you do not know what a day may bring forth. Okay, so, well, again, in the book of James, we see James talks about, you know, boasting and arrogance about, okay, we will go here, we will do this, we will do that, etc. So, when you look at this verse, it's talking about boasting, not about planning, not about thinking ahead. Okay, but the thought I just wanted to share with us is that, you know, it's not that our tomorrows are not in his hands. Okay, our future is in God's hands. It's not out of a fear but the thing is, the things that we can do today. Okay, it's a reminder for us not to procrastinate, not to delay the inevitable. Right, so things that we are capable of doing today, we are capable of finishing today. Let's do that because we do not know what would be the challenges for tomorrow. Right, what would be the demands for tomorrow. You know, we can look at it that way. What would be the demands, what would be the challenges, what would be the new responsibilities that are required for tomorrow. So, if you have an opportunity, if you have the time, the ability to do something today, then do it. Okay, so instead of boasting, for you do not know what a day may bring forth. Okay, so we might plan something saying, okay, you know, I have some submissions but I'll do it tomorrow. Right, but tomorrow there could be something else which is required of us, something else which is demanded of us. Right, and so do today itself. Right, so I just wanted to leave us with that thought. We'll pray and then we'll start. Father, we thank you a lot for this exhortation, for this reminder, Lord, that yes, our future, our days, our times are in your hands but Lord, we do not know. We don't have full knowledge of what the demands for tomorrow would be, what the requirements for our time and abilities would be for tomorrow, God. So, Lord, as much as Lord is within our capacity and ability to do things, to complete things today, Lord, we pray that we will not delay. Lord, we pray that we will not unnecessarily put off things that we can do today, that we can complete today. Lord, we thank you for the wisdom that is in your word. We pray that we will apply it and see the fruit of it, Lord, each and every day, God. We thank you. In Jesus' name, we pray. Amen. Amen. Okay, okay. So, yeah, we're looking at teamwork. We are looking at last class, we saw, you know, how building a team. When we are building a team, there are two options. One is we recruit a team and the other option is that we develop the team which we already have. Recruiting is, okay, it's a privilege. It's a, you know, in the sense, you have the opportunity to start from scratch. I'd use a meaning, start from zero. So, there's no team and you pick and choose the team, you get to do that and then you get to pick and choose, okay, these are the qualities that I want in the team member and these are the abilities I want and then you get to do that. But some, there are times when most often it's like we are in a situation where we are placed in the team in order to lead a team and we did not choose the team but the team was already there, already present, already functioning. So, in that case, we need to be able to develop the team, develop every member in the team and like we saw, you know, building a team, it starts with us, starts with building us, ourselves, whatever things that we want to see in the team member, the first thing is to make sure that it is seen in us, right? Whatever demands I put on the team member, you know, do I meet the demand in terms of time, in terms of, you know, skill, in terms of, well, skills could be different, in terms of, you know, completion of things and quality of work done. Do I also have the same things or do I develop the same things in me? So, it starts with us because every individual contributes in order to make the team accomplish, make the team win, right? Okay, so if you look at qualities of, you know, of a team player, okay, of someone to be in the team, John Maxwell lists on 17 qualities, we'll just quickly go over each of those, right? The first one is adaptable, okay? So, what does it mean to be adaptable? Adaptable means to be willing to change, okay? So, willing to change, willing to learn, teachable and willing to change, which means a person should carry some level of humility in order to do that, right? When somebody says, okay, this is not good, the way you're doing things is not good or it's not right, you need to change. And if somebody says, no, I've been doing like this for five years, 10 years, I will not change, then that is not a good team player, right? Because you're looking at, you know, problems or situations or conflicts that needs to be overcome or things that we need to accomplish as a team. And it requires some changes, a change in strategy, right? So, that would happen in any game where normally, you know, like, whenever there is a break, you know, if you look at a cricket match, whenever there is a break for a drink break, right, water break, they are discussing strategies, you know, how do we do this, you know, do we, and you can see, you can, you can see a change after the break, like if they are slowing down, or if they are playing it safe, or if they're taking risks, you can see that change, right? There is a change in strategy. Now, the the captain might change things, the captain might say, okay, now, no, you don't bowl, right, especially in the T20 matches, you'd see that, okay, somebody is opening the game with a spinner, right? And if you play cricket, you know, it's like normally, when the ball is, the shine is gone, and the ball is able to spin, that is when you bring in a spinner, but then, you know, sometimes, you know, just bring in a spinner, right? And then start the game with it. So, it's a, so the spinner cannot say, hey, you know, this ball is new, it's still got a shine on it. So, I won't bowl now, you know, you trust the captain, you trust, or the captain also explains why he or she wants to do that, and then you go with it, right? So that one has to be adaptable, willing to change, teachable, right? So, so in order to be adaptable, here are a few things, right, which means I need to be willing to learn, and willing to do new things, right? So some of, you know, this, all of us are creatures of habit, right? Which means that we, we don't like to change, because if, if something is working well, if something is, you know, we are used to it, we, we stick to it, right? We don't want to change that, right? Because change is uncomfortable. Yes or no? Yeah, change is uncomfortable, which means that, yeah, I'm already doing this, and, you know, you're interrupting it, you're disrupting what I normally do. Change is uncomfortable. Okay, that's why, you know, we all always, you know, if it's a church service, and we would always want to sit in that same place, right? We always have that favorite chair, favorite place. And, you know, sometimes at church, people get very upset if they don't get that same place, because, you know, for all various reasons, you know, it's maybe under the fan, maybe they get a good view, you know, of the state, whatever, you know, so, so that's the thing, right? So, but the thing is to be willing to learn new things, to be willing to do new things. Okay, so as we grow older, this willingness to learn keeps diminishing. You know, if you look at the child, the child wants to learn new things, everything is new, right? The child is asking 101 questions, like if you're going from one place to another, you know, it's like asking, what is this? What is that? Why is that? And sometimes these questions seem like, you know, foolish questions, you know, why is this child asking all these questions, you know, what time will we reach? Have we reached yet? You know, all these things, but the child is very inquisitive, curious, learning, that every day is a learning experience, something new, right? But as we grow old, older, we sometimes are not as curious about the world or about things, or even about, you know, God, if you've been believers for many years, we are like, that, that changes, right? That, that, that ability or that desire to learn comes down, right? But we need to be willing to learn and grow, and not just learn, but also apply it like do things. Okay. To be adaptable, secondly, we need to be emotionally secure in the sense, not to be threatened by new things, not to be threatened by change. You know, I don't I still remember the first time email, we heard the word email, we heard the word internet, and we heard the word, you know, like those, you remember those internet parlors used to be there, you had to pay, I mean, internet cafes or internet places, where we you had to pay like something like 60 rupees for an hour, it's like almost sometimes it was more, right, to use the internet. Yeah. Yeah, use 10 rupees. Okay. When we started, it was 60 rupees, or maybe even 100 rupees for, you know, because it displays had AC and all that. And for an hour, can you just imagine? And so it was that kind of a scenario. And I remember we being very, very scared, threatened, no, it was a new thing. And we didn't want to go there. And, you know, so for a long time, we did not even have an email ID. Okay, so now it's unheard of, right? The first thing that you do is you have multiple email IDs. But we took a long time, we will go, I remember me and my wife will be going on the bike and say, should we go? Okay, don't want, we'll try some other time. You know, it's uncomfortable with it, what, you know, the newness of things. And so we might be threatened by change, right, threatened by, okay, what is this new person saying? What is this new thing that we have to do? You know, maybe, what is this new responsibility that I have to do? Maybe I'm, you know, we find ourselves maybe think ourselves as being inadequate and so on. So we need to be emotionally secure and not threatened by it. The third thing is to be creative, not be afraid of doing new things or doing things differently. Right? So yes, there is a certain comfort and efficiency in doing things the way we used to do. But if something would change or make things more productive, right? Don't be afraid of being creative, doing things differently. Okay? Okay, then serve is minded, which means focusing on others. We looked at it already, right? So being willing to serve, being willing to help. So that is also part of being adaptable. Like someone said, I think it was John C Maxwell's quote, ask not what your team can do for you but ask what you can do for your team. Okay, this was actually a quote by John F. Kennedy, one of the presidents of the US who said, ask not what you, you know, what your country can do for you but ask what you can do for your country. So yeah, so first thing is adaptable, adaptability. Okay, so being quick, being able to adaptable change, it always helps, right? Because when you're in another word that you can think of is agile. Okay, what is agile? Agility. Agility. It means speed, right? Speed. Being agile is speed. So being able to move and being able to do things quickly, right? And so that is adaptable, right? Being adaptable. The second one that we need to look at is collaborative, which means the ability to work together. Okay, so you remember that it is a team, right? We're talking about a team, we're talking about a group of different individuals being put together for a particular task to accomplish a particular goal. Okay, so one needs to work together. One needs to think about the other person. One needs to support the other person. One needs to be there is there is a certain amount of give and take in order to work together. So so that means collaborate, work together. Another word that we can think of is cooperate, right? So somebody does not want to cooperate, does not want to collaborate, then you can be sure that that that person is not going to stay long in the team or is going to cause a lot of difficulties for the team, right? Collaborate. Okay, so working together, agreeably is cooperation and working together aggressively, or you know, is collaborate, which means you're working towards it, you're putting your effort, you're putting your time and accomplishing things. Okay, so first of all, perception is you see each teammate as a collaborator that we are working together for the same purpose and not as competitors, right? So the Corinthian church had that issue, had that challenge. What what was the issue? They were actually comparing they forgot the fact that everybody is used of God, right? That we are serving the same God that each minister is actually in the same field, right? So Paul had to clarify and he said, you know, I saw somebody else waters, but it God who gives the increase. Okay, so within a team within an organization, one needs to have that perspective that we are collaborators and not competitors. Okay, now, we could have different teams like in a certain organization, we could have different teams, we could have, you know, certain goals that each of us need to achieve and so on. But if we are going to see each other as competitors, and working towards pushing down the other person in order to for me to win, right, then it's it's not going to help. Okay, so it's not a competition team, you know, within a team, it's not a competition. Right? So we need to have that kind of a perception of that perspective that we are collaborating. And our attitude is again to be supportive and not be suspicious of the other person, suspicion mean that you're always thinking what is that other person going to do? Okay, what is that other person going to say? Is he going to stab me in the back or, you know, that kind of a thing, you're always very careful of the other person. So which means that that doesn't help to trust the other person. Well, the reality is that, you know, maybe that person, you know, did something or acted in a certain way, that where your trust is broken. Right? But the thing is not to continue in that same manner, right, to change it to fix it. Right? So that you can move on and continue to be supportive and not be suspicious. Right? Now, all this is going to take effort. Right? It's going to take effort. It's going to take some amount of investment, but it needs to be done in order to work together. Right? Okay, so the focus, what should the focus be? The focus should be on the team. Okay, which means that we looked at how we need to be other focus in order to be able to work with people, right, preparing to preparing to, you know, work with people, win with people. We looked at how we need to be other focus. The same way, when we are working together as a team, we need to have that team focus. Right? And not the focus on just me, myself, not the focus on the self. Okay. Good question to ask ourselves, you know, when we went to see that whether I'm collaborative is to ask the question, you know, does the team become slower or find more difficult things more difficult to work with when I'm involved? Right? If I'm part of the team, do I slow things down? Right? Do I do I put the brakes always? And if I'm not in the team, you know, do I do they find it more agile and more able to accomplish things? So that's a question that we need to ask. So which means that I need to change, right? If I'm out of the picture, then the team seems to function well. What is the reason? You know, is it because I'm not adaptable? Is it because I'm not working together? I'm not just, you know, I'm not supportive, you know, am I putting the brakes on the whole move? Right? So, so that's the question to ask ourselves. Okay, the third one is commitment. Okay, now these are, you know, characteristics which we have, we know, which are very necessary. Yeah. Am I committed to the task? Am I committed to the team? Right? So the commitment level actually determines how how much we can contribute, and how much we, you know, we can actually take the team forward. Right? Commitment. If you look at ministry, you know, commitment to the call, commitment to the task at hand, commitment to wherever God has placed us, and whatever God has called us to do. Right? So if one is not committed to it, then definitely all other things, all other efforts and everything will also be half-hearted. But if it doesn't have the full commitment, if you look at, you know, some of the, some of the missionaries who came from, I'm just thinking of, like who's the person who came to Calcutta and then a lot of translation work that he did, William Carey, right? William Carey. So he came here, and he died here. Right? Came to India, died in India. Right? So same with David Livingston, right? Went there to Africa to minister. So the commitment was so strong. I'm committed to this cause. And how, how does one become committed? And how does one come to that place of that's David Livingston? Okay. Yeah. So how does one become so committed to that? When you're sure of the call, right? When you're sure that this is what I'm called to do. This is what God wants me to do. Then you can back it up fully with 100% commitment. Right? Because then that is, you know, we can give 100% and that is required. Right? Okay. So maybe, you know, that is about the call of God and everything that you're called to do. But then we will find ourselves working in different teams, you know, maybe, you know, even as we reach the fullness of the call, right? Even as we journey towards the fullness of the call, we find ourselves working in different teams. And the success of the team, as a team member, I'm required to be committed. If I'm not committed, then I will not sacrifice. Right? If I'm not committed, then I will not put in the effort that is required. When you, the effort that you put in when you're committed, the effort that you put in when you're not committed will be vast difference. Right? Because we will just be, you know, the just passes enough for us. Anything to, you know, just to do above the minimum to stay in the place is enough when we are not committed. Right? But when we are committed, we will go beyond go sometimes we know we will be willing to stretch ourselves in order to, you know, put in our best. Right? Okay. So difficulties test our commitment. Now, if you face challenges, right, they also expose our commitment, you know, when there's difficulty, when there's a requirement to do certain things, that the action of the individual will actually expose or, you know, reveal how far that person is committed. Right? So commitment is something something required, something that is beautiful, something that changes the whole way the team works. Okay. So being committed does not depend on gifts or abilities. You know, that's, that's one thing. Right? I remember, you know, visiting this conference going for this conference and the sound and setup team, they were actually doing a session. This was a worship conference. So there's the sound and setup team was doing a session on, you know, what is required? What are the requirements? So they talk about the same thing, you know, it does not, you don't need to have great abilities, you don't have to have great skills. But you definitely need to be committed. I think that's the core. That's the first thing. So being committed does not require great abilities. Just because, you know, I have this ability, I have this gifting and everything, then, you know, I'm committed. No, we committed is a decision is a choice. Right? And it's not because of favorable situations or conditions. Okay. When our commitment is based on the values, things that we esteem, things that we value, then it will be enduring, it will be long lasting. Okay. So commitment. So these are things, what are we, why are we looking at these? We are saying, okay, these are things that these are characteristics that we can see in a team member or develop in a team member. Okay. Both one is communication or communicative being communication, communicative, you know, so healthy, effective communication brings about healthy connections, healthy connections bring about better understanding. And, you know, in addition to that is when when there is better understanding, the team is effective, more productive. Okay. What brings to mind is, I don't know, years ago, tennis, you know, they used to be this, this Indian team, Mahesh Bhupati and Leander Pais, anyone, tennis, no? Okay. So Leander Pais, Mahesh Bhupati, you know, they won a lot of things. But one thing that you will notice when they play when they get on the, you know, court and play is their constant communication, they're rapport with each other. Right. Sometimes it feels like the other one person is thinking and the other person is doing it already. The way they move on court and, you know, the understanding with each other, and they will be constantly talking, encouraging each other, talking to each other. If you, if you watch any of those old videos, you will see that, right? Mahesh Bhupati and Leander Pais, tennis doubles. So you see that there needs to be communication, right? There needs to be healthy communication, not toxic communication, healthy. So communication brings forth understanding, not just when we are doing the task, but even outside of it, right? It brings about better understanding. And when we have a better understanding, then we know the person, we respect the person. And we, even if there are faults, we are, no, we don't mind overlooking it, right? Okay, so connection brings about communication brings about connection, there is understanding there is care, and it becomes effective. Communication also clears misunderstandings, right? It clears misunderstandings eliminates relational tension. Okay. So so it's always a requirement, you know, healthy communication. So which means that we need to ask questions. Okay, we need to ask questions in order to find out, right? We need to share in order to express what is in what needs to be done and what, you know, what is going on inside of us. So both are required, you know, we need to speak, we need to share, we need to ask maybe questions, and we need to listen. Okay, why these things. So, you know, this acronym DIRT, you know, which means don't ignore relational tension. Okay, if there is relational tension between team members within a team, it is not something to be ignored. Okay, when we ignore it, it will not go away. You know, maybe, you know, some people, sometimes people might reconcile and you know, maybe we don't need to intervene. But then, if we, the common thing is that if we ignore with the intention that if I ignore it will go away, it will pass. It will not, right? So don't ignore relational tension. And even especially if you're a team leader, facilitate connection, facilitate communication, bring about a healthy communication. Okay, right. The first one is competency. Okay, now we come to the whole thing of skill, qualification ability. Okay, so that is competence or being competent. Okay, so if a person is taken for a particular role in a team, we need to find out or test the competency of the person, skill of the person, right? The knowledge of the person, right? If it's a computer programmer, need to test, right? If it is a person who is, you know, you're taking on as a maybe as a musician, you need to test any role, any responsibility, you need to test the competency. Okay, so what happens if the person is not competent enough? Okay, so you might make a decision saying, I need to give time for this person's competency to improve. Now, sometimes you can have that, you have that luxury of giving the person time saying, okay, this person's attitude and everything is fine. Just the skill needs to go up. Okay, they are teachable, they are humble. They've got the right, you know, the right motive and everything. But now their skill level needs to go up. Okay, so sometimes we could maybe give them the time and say, okay, maybe it's a month, maybe it's, you know, whatever, depending on the task or depending on the urgency with which the team needs to function. Okay, so you can actually give time or time out for a team member to increase the skill, right? But then the fact is that one needs to have the skill. There's no point in having someone because, hey, I like that person or, you know, it's that person will feel left out. You know, if you're going to make such things, you know, let's, you know, maybe in an organization, you're saying, okay, you know, that person is needy, so I'm going to give them a job. Okay, yeah, I mean, it's a good thing, you know, you can say, okay, I'm going to give them a job because that person, you know, needs money. So fine. But then find out whether that person's motive, attitude, and aptitude, competency and skill is there. Right? Otherwise, it's better just to give money and not take on as part of the organization. If you want to help the person, give generously, contribute, help that person. But if you're going to take in a person in order to help, first think whether that person can actually manage, right? Actually have the skill. Will if you give time, will the skill be developed? Because it's going to affect the team, because that when you look at team, it's each person's contribution, which matters. Right? The progress of the team and so on. Okay. So to be content, competent is to be committed to excellence, not settling for average. It's to be detail oriented, paying attention, doing the job well, consistent in effort, like giving the best all the time. So that is what we say when we say competent. It is also the skill and learning. Okay, so I'm sure you've heard of Taylor guitars, right? If you're one of the, one of the, now there are other good guitars also. But Taylor guitars, their motive is that they when they produce guitars, that there will be no bad guitars in a batch. Okay, so that's the thing. Suppose you, you produce something, if you're in manufacturing, you produce, let's say, something, you know, some phones or some, some plastic items, there will be some which do not match the quality, which are rejects, right? That's that's why you have export rejects, clothing, you know, some defect, some which is there, which is, which can't be used for a main showroom. So it's discounted and sold, right? Whereas when it comes to Taylor guitar, the attention to detail is so, so much that there are no bad guitars in a batch. Okay, so that is why they are so highly priced and so on, you know, lack and above. So there are no bad guitars in a batch. So, so the attention to detail, attention to, you know, the quality is so high. Okay, so something for us to, something for us to learn from and be encouraged that it is possible, right? Okay, to improve competence, to improve skill, it requires focus, it requires giving attention to details, the small things. And many times, the small things, when we miss the small things that actually pulls us down, in a task, right? Like, everything is ready, but one cable is not there. Right? Everything is fine. But it's a small detail, or that cable does not have that connector, or the converter, which is actually, you know, you can connect to the laptop or connect to the mixer, whatever. Right? So those are the small things that really matter. Okay. Okay, any questions, anything that you want to share here? To be looked at five characteristics? Right? Okay. The, the other one is dependability. Okay, can people depend on you? Can people count on you? Okay, it's a, it's a huge thing for a team member. Can that person depend? Are you trustworthy? Okay. I remember once when we were part of another church, and we were all, you know, we were supposed to lead the service, we were all part of the youth, we were supposed to lead the service, and do several different things. And then one person was supposed to lead the service. Now this is a Methodist church, right? So they're supposed to lead the service, there are several things, announcements, everything. And we see that the person was supposed to lead is not there. Okay, the service starts at six. So five o'clock is not there 53515, we're trying to call unable to contact. And then we are about to start with, okay, we made changes 10 minutes before the service, we made changes. Okay, you do it. You know, this person is not showing up then five minutes before the service that person comes. Okay, and he says, I'm sorry, I could not make it, I was playing football. Okay, and he was wearing football, whatever, jersey, and, you know, he's taking his boot and everything and like shocked. Right. So the next time, there was an opportunity, you will not, you know, you will not, yeah, you will not even consider that person, you know, unless you see change, unless you see that okay, that person has become dependable. And the person says that he or she will do it, they will do it. Or if they're unable to do it, they will communicate in advance, so that we can make changes. Right. It's fine. You know, there are genuine reasons why a person cannot, you know, commit to doing things or, or unable to do things, maybe sickness, maybe something, you know, some urgency, some emergency. It's fine. But they should be able to tell or share that in advance so that the team's work does not get affected. Right. So dependable. Okay. So how can we do that? People are dip, dip, you know, they're totally dependable. Okay, the motives are pure. They don't put their agenda ahead of what's best for the team. Okay. So sometimes we get our agenda mixed up. Okay. Okay, I, okay, I'm going to, you know, as a, as a team, you decide to do something. And then there's also some things that you, you say, okay, this, I will be able to get something out of this, okay, or I can serve myself in this, or I will get some mileage out of this, you know, so when we start thinking like that, then we know that the motives are not pure. Okay, so motives are pure strong sense of responsibility. So that is there. You know, when you give a certain task, they carry it out and do that. Okay. Okay, have a desire to do the things that they are capable of doing. There is an interest. There's an initiative. So to become dependable, we need to check our motives. You know, am I dependable? Can the team depend on me? So that's the first question I asked, you know, with the, even before we ask, and see, you know, can this, this other person, is this other person dependable? Who is to ask ourselves, you know, am I dependable? Right? Are my motives clear, pure? Okay. And we can actually even do a survey, you know, when I say that I will do something, you know, how reliable am I? No, we can actually, John, John Maxwell actually says that you need to do a, you know, he suggests that we recommend that, you know, as a team leader, you know, do a survey, you'll find out. It'll be a clear, you know, sometimes it can be shocking. I thought I was dependable. But why? Maybe there are certain things we, you know, sometimes what happens is we excuse ourselves. Okay, we excuse ourselves in the things that we judge others. Right? We go easy on ourselves. Right? So, so a survey would actually expose those things, bring to light, what is the reality? Okay. So when we do a survey, what he suggests is, you know, don't defend. When people say, Okay, this is what it is, don't defend yourself, explain yourself, and say, Okay, this is why I, you know, that that time when I when I didn't do it, this is this was the reason, don't defend or don't justify that. So it's a good way to find out how dependable we are. Okay. So another word, discipline. Okay, so we just, you know, these are very well known things, but we are going through it. So we know it can be a checklist discipline, you know, is there discipline in the person's life? You know, that's a person have a routine. Do I have a routine? Okay, because discipline means that you do something, even when you don't feel like doing it. You get up, even when you don't feel like doing it, right? You do certain things. And that actually, exponentially, you know, builds our character. When you know the task needs to be done. But you know, in your whole system, when your whole, you know, everything within you says, Okay, just take it easy. But you despite that, you go ahead and do it, right? That is discipline, right? And every, you know, every person who's an achiever, every person, and even if you think of all the apostles and Paul and so on, you know, you see that very high degree of discipline, you know, and in those days, you know, you think of travel, it was not assured that you would reach the place safely. It's not as safe as it is right now, where we have four lane and, you know, the, the, the percentage of accidents is really rate of accidents comes down and, you know, it was not like that, right? Because whether one is the climate weather, second one, you know, robbers and decoy thieves, maybe animals, all these things were very real dangers, right? So, and the mode of transport was very simple, it was not advanced like, you know, like we have now. So you think about it, you see that, okay, they, they really risk their lives. And it's, it takes a lot of discipline to get up in the morning and say, okay, today I'm going there. And I'm going there with this intention that I'm going to share the gospel and see what God want me to do. And I'm going to maybe plant a church and train those people and so that the work will go on. You know, it's a, it's a difficult thing. And I, and I remember, I think this was the day, this was 2003 2004, I guess. And even before that, years before that, I heard of the fact that when we started our south location, okay, all people's church south. At that point, there was only one location, which is central, which was meeting in several churches small. But I remember that, that the pastor, it was just pastor and one person, one other person, right? I've heard that they would come all the way from the side of town, which means, you know, where the airport is, Jakur is, go all the way to Jainagar. Okay, from here to Jainagar would be about maybe, I don't know, 20 kilometers or so 20, 25 kilometers, if you if you look at it one way. So you're talking about that travel, opening the shutter, arranging the chairs, and no one will come. I'm talking about the early days of church, not even a single person there, but going there, praying, worshiping, closing, coming back, Sunday after Sunday. Okay, and going to the second location to preach. Well, this happened for a few months, right? So that was the, that was a discipline that was required, you know, even I'm sure by Saturday evening itself, there'll be one strange, you know, feeling inside, oh, do I need to go? I wish someone else would go and do it. There's no one else. And this happened for Sunday after Sunday, till the first person came. And this continued, right? And that kind of discipline is required. And so this worship leader, this, you know, pastor, pastor, they would go do that very faithfully. And they saw the fruit of it, you know, today it's grown and so on. So every church location you see, it started small, but it required, you know, yes, the call of God, gifting of God, all that, but it requires this, you know, capability or this characteristic of discipline. Okay, so without that, everything will be, everything else will be wasted. Because we won't show up there, we won't be there for the anointing to work, we won't be there for, you know, for the gifting to be displayed or to minister to another person, right? So what you really don't want to do, right, you do it in that moment, so that in future, there'll be a, there'll be fruit, right, there'll be effectiveness. Okay. And also it's paying the price. So for the little things so that you can receive the bigger things, bigger reward. Okay. Being disciplined in our thoughts, being disciplined in our emotions, being disciplined in our actions, because, you know, that is what will enable us to have discipline, thoughts leading to how we feel, and also our actions, okay, to, to increase discipline, strengthen the work habit. Okay. Now John Maxwell has written many books on leadership, on, on teams, many books, right? So somebody asked him, you know, how are you able to write so many books? Because he's also a busy man traveling, you know, having speaking engagements. So people ask, you know, how, how do you do that? So he says every day, he will sit, and he will write. It could be one word, one line, one paragraph, one page, few pages, but every day he will sit and write something. Okay. So that's the thing. Every day he will sit and write something. Whether he feels like it, some days he might feel like it, and he might write a lot. Sometimes he may not feel like it. But every day he will sit and do so. Making it a habit, right? Doing whether we like it or not, will really strengthens it increases our discipline. Okay. And maybe something sometimes it requires us to do something radically, something like a challenge, take it as a challenge and say, Okay, I want to try it out, you know, for the next 21 days or next 30 days, you know, I want to do this. I want to do this. Take it as a short term thing so that you know, it becomes a habit and then we see that we are more disciplined, right? It becomes part of us. Third one is also to watch your tongue. What are the words that you are saying? What are the confessions that you are making about yourself about the situations, right? Okay, so that's about discipline. Okay, we look at one more. Okay, enlarging, meaning when you say enlarging, we are saying talking about adding value to the team member, bringing value to the team member, it could be teaching them something, it could be sharing something, it could be facilitating something, right? To a team member. Like suppose you notice that a team member is actually struggling in one area. Okay, maybe they're not able to do it because they don't have the learning, nor do they have the skill. Okay, so if you can bring in that skill, if you have that skill, if you have that learning and if you bring it, then it becomes something that you add value to. And I remember another person who used to be a volunteer in church. Did you all get that book? I see that book which was given a lot. No, no, no, get the book. Okay, so that was written by that person. And so when he was actually here in India, India and working in the company, you know, he knew Microsoft Excel really well. Okay, so he saw that other, there were others who are struggling, right, with Microsoft Excel. So then he said, okay, I'll teach. And then this is outside of work. Okay, so they were all part of the office, but they were struggling. So he saw that and he said, okay, outside of office time, that he will teach them, right? So he, he said, one Saturday, you come, I'll take about two hours, I will teach on Microsoft Excel. So a few people came, and then he taught them, and they were greatly benefited. So the office took notice of it and then said, hey, you know, you don't have to do it outside of office time, you know, within office time, within your work hours, you know, we'll give you, you know, and you train others on Microsoft Excel. So this is something he just saw a need, he said, okay, I need to add value to the team member. I see them struggling in this, I see them not competent in this. Now, let me, this skill I have, let me bring it to them, let me train them so that it betters their life, it betters their ability, right? So it could be, it could be encouragement, it could be bringing skill and learning. It actually enlarges or brings about an increase in that person. Okay, in the team, so who wins? The team wins, right? So if you realize that, okay, I have it, but I'm going to hold it close to me. And so, so that I don't want the other person to do better than actually the team suffers because you do well, but then your teammate suffers and overall, the team suffers, right? Okay, so speak words of edification, exhortation, comfort, believe in others before they believe in you, serve others before they serve you, add value before they add value to you. Before they do it, you do it, right? So think of how I can actually help, how I can benefit this person, right? Because of what I have, how can I bring about positive change in this person? Okay. Now the thing is, if the person is, you know, likable and pleasing and all that, it's easier, right? But what if that person is, you know, not like that, right? Not grateful, etc. You know, as long as they are willing to learn, then we can do it, you know, we can't do it against their will, right? Can't force. As long as they are willing to receive, willing to learn, we can actually go ahead and do that, right? Okay. Okay, we'll look at the rest in the next class. So we have about 17 things. And with that, we come to the end of the the teamwork section, right? Okay, thank you. We'll stop here. God bless.