 So, so before we start, just this one statement that, you know, physical, physical growth or biological growth is, is natural. You know, in the sense, it's, it's automatic, right? Louder. Okay. So physical growth or biological growth is usually automatic, right? It's normal. It's, if it's a normal human body and given the right nutrition and everything, you know, it's, it's automatic. Whereas we know that spiritual growth is not automatic, but it's intentional, right? Spiritual growth is not, it does not depend on how many years we have been a believer or how many years we have been a, you know, we have been in ministry or, you know, it does not depend on that as opposed to physical or biological growth, right? And so that's something that we need to understand. And that's why scripture over and over again, we see this exaltation or, you know, the instruction in scripture. I just want to read a few verses. 1 Timothy 4 and verse 16, right? 1 Timothy 4 was, yeah, maybe 14 onwards. He says, do not neglect the gift which is in you, which was given to you by prophecy with the laying on of the hands of the eldership. Meditate on these things. Give yourself entirely to them that your progress may be evident to all. Okay, so meditate. Give yourself entirely, which means yield completely to the teachings, to the learnings, whatever you have heard, so that your progress. So there is a progress that comes from yielding, that comes from meditating on the Word of God, which means if I do not yield to the Word of God, if I'm not intentionally taking time to meditate on the Word of God, making sure that the Word of God is resident in me, right? In my thoughts, in my spirit, then there is no cause for growth, right? And we see this over and over again. Just want to, one more scripture that we can see is in 1 Peter, I think 1 Peter chapter 2, right? 1 Peter chapter 2 verse 1, verses 1 and 2, therefore laying aside all malice, all deceit, hypocrisy, envy and all evil speaking as new born babes, desire the pure milk of the Word that you may grow thereby. Okay, and again, 2 Peter the last verse says, but grow in the grace and knowledge of our Lord and Savior, Jesus Christ. Okay, so all of us when, you know, in our identity in Christ, we have the potential, like potential to grow and potential to be all that God wants us to be. But it is not automatic, it is intentional, right? Whether it's pursuing the call of God, whether it's maturing into Christ-likeness, growing in the wisdom and the grace and the knowledge of God, you know, it is intentional. Okay, so that is something that we need to understand, that it is our responsibility to pursue. And if we want to grow, we pursue, we yield, we expose ourselves to God, His presence and His Word, right? Over and over again. Okay, so let's pray. Father, we thank You, Lord, for this exhortation, Lord, to grow in the grace and knowledge, Lord, to desire the pure milk of the Word, therefore to grow, to meditate on these things and to give ourselves entirely, Lord, so that there will be progress and that progress will be evident to all. Master, we desire the same things, God, Lord, for we just want to intentionally, Lord, pursue You, Your Word, Lord, meditate and give ourselves entirely to it, Lord, so that there will be progress in our lives, that there will be spiritual growth and everything is for Your glory and for Your glory alone, God. So we submit ourselves, Lord, into Your mighty hands and I just pray that whatever alignment, whatever changes that we need to make, Lord, for that, You will enable us to do that, Master. We thank You that You are with us and You're always, Lord, encouraging us, God, exhorting us, O God, to follow Your plans and purposes, Lord, which are good. We thank You, we give You all the praise and glory, in Jesus' name we pray. Amen. Amen. Okay, so last class we looked at teamwork and we looked at the dynamics of the team, right? What does it mean to be a team and how, as a team, our strength, our resources, our knowledge, everything is exponentially increased, right? So we also saw why some people may not want to get into teams. We saw some of those reasons because there are the advantages of many. It is scriptural, but because of various reasons, people do not want to work in teams. They'd rather do things alone. But we saw the advantages of working in teams. Okay, so now today, let's look at a checklist. Let's just go through a checklist. It just says team 101, which means that, you know, if it's a, when there is a team, these are some things that we can ensure that it is in place in the team. Okay, so whether we are part of a team or whether we are leading a team, we can make sure that these things are in place. You know, there will always be some, some unknowns, the same, some, you know, some undefined challenges when we are working in teams. But if we know these basics, you know, we can make sure that these are there, you know, whether we are working in, whether we're working with the team or they're leading a team, right? So let's just go through a few of those. Okay, so the first thing is that, to ask us again, it's a question about the vision. To ask yourself, now, does everyone in my team know the purpose, why we are gathering or why we are together as a team? Okay, which means the vision of the team. It could be a ministry team. It could be a work team. But the question is this, does everyone know and fully understand the vision, fully understand the purpose? Okay, so if you are a leader, it's, it's your responsibility. It's our responsibility to spell that out. Hey guys, this is why we are gathering. This is why we are together as a team or we have been formed as a team. Okay, the purpose is clear. Okay, so if the purpose is clear, then the second thing is does everyone, does everyone own it? Okay, or is it just somebody saying, you know, a leader who's saying this is the vision and the other people, others who are there, they don't have ownership of it. What is ownership of it? Which means that it is personal to them as well. Okay, so like we can say, you know, and there will always be, you know, people with varying degrees of personal ownership, right? And we can see that, which means that are they committed to that cost? To what extent are they committed to working together, you know, to the cost? They will always be varying levels of commitment. But the fact is, does everyone understand? And does everyone come to that, has everyone come to that place of owning the team? Now, for example, you know, a person who newly joins the team may not understand, you know, why the team is functioning or why this organization is there, they may not really understand. So that is why, you know, if you if you join a particular company or a work, you know, any place, even in ministry, there is an orientation, like the orientation is to describe, okay, this is the job function, this is what you need to do. This is how things are. And this is the overall big picture or the vision of the team. Okay, so it needs to be reiterated over and over and over again. Okay. And the ownership of it, you know, you if the if the ownership of it is not there, what could happen is that some people are highly committed working towards it, but others are not. They are just there. And and the other thing, the negative side is, if they do not own it, they could have their own understanding of why we are there. Right. And, right, for example, just about the worship team itself, right? The worship team came through different seasons and and so on. And the vision, at one point, I'm talking about, you know, many years ago, maybe 10 years, 15 years, at one point, 12 years, at one point, the vision was not very clear. Right. So even though people were there in the team for many years, they still felt that the vision was something else. Okay. For example, right now, what we have clarified and we have put together is that the vision of the worship team is to delight God's heart in uninhibited worship. Okay, so that's the first thing. Right. To to worship God, you might be a worship team member, you might be there to lead in worship. But the first responsibility is to for you yourself personally to to delight God's heart in uninhibited worship. Second one is to seek the manifest presence of God. Okay, so to pursue the manifest presence of God. But what happened was when we when this was not clear, the team felt that their responsibility was to lead others, lead the church, lead you, lead the gathering into worship. Okay, so that was the thing, whether I worship or not a secondary, but I need to lead you into worship. Okay, I need to teach you, I need to encourage you to worship. But what about me personally? Well, that's that may or may not happen. It was that kind of a scenario, right? So then we had to clarify and bring clarity, because if when we did not have that clarity, there were a lot of confusion, right? Because priority with God, personal worship, personally pursuing God, hungering and thirsting after his presence was not priority for every member in the team. So the vision is very, very important. Okay, why are we here? What is it that we need to do? And we need to reiterate this over or reiterate meaning, make sure that people remember this. Okay, okay, that's the first one. The second thing. So this is kind of a checklist. Is it there? Do we have all this in place? Second thing is to the right to make sure that the right person is doing the right job or right person in the right place at the right time. Okay, so now we in a team, we have people with different capabilities, different skills, abilities, etc. Now, are they in the right role? Okay, now somebody who's a very, let's say in a church, somebody who's a very people's person, you know, they like meeting people, they like talking to people. And they enjoy that. And that's something they, they, you know, they're drawn to do. Now, where would you place them? No, if they say I want to serve, sorry. You could be I can put them in greeting, you can put them in ushering, you can put them in first this time visitors welcome, right? You can put them in, sorry, you can put them in member care, right? So this is what they are naturally drawn to. Now, suppose you put them in media or PowerPoint. Okay, now, maybe they have the skill, maybe they have the ability, but you know, as a, as a leader, one needs to see, okay, is this person rightly suited for this? Because that person is going to, okay, sit in front of the machine, but more inclined to, you know, connect with people, it's going to be interfering in other people. Hi, how are you and sing, let's talk and, because that's what they are drawn to, you know, and, and they might feel frustrated at the end of the day that I'm not contributing anything. So, you know, the wrong person in the wrong place, they will be regression, regression meaning the whole thing is pulled back, rather than going forward, going back. Okay, the wrong person in the right place. There is frustration. No, there's the right role, but is the wrong person. So, person is frustrated. In fact, everyone else is also frustrated. Okay, the right person in the wrong place, then there is confusion, you know, there's a, you know, then the right person in the right place, there is progress, there is movement, there is advancement. And if you have a team where you have the right people in the right places, then there is multiplication, which means that, you know, you're able to grow, right, you're able to replicate what we're doing. Okay, so the placement is very important. It's not that, okay, you come, you do this, but, you know, initially, it might start that way, but then you must be, you know, have the discernment to understand, okay, is this person suited for this? Okay, can I change, right? Okay, then the third one is attitude. Okay, so for people to have a good attitude about the task, about the project, about the work and ministry. Okay, now, now I know, you know, sometimes it does not immediately, you cannot actually observe it and notice it, right? Maybe first interaction, you may not know. Second thing, you may not know, maybe an interview, you may not, you know, may or may not find out about this, but this will eventually show up as people work as people are given responsibilities and so on that attitude towards work attitude towards other fellow workers. Okay, so we need to have a good attitude. So this is what, you know, John C. Maxwell says, he says a good attitude among the members, do not guarantee a team's success. Okay, so that's just one part of it. Now, if one has a good attitude, that doesn't guarantee that the team will be succeeding, because team success depends on so many other things like skills and so on. But if it's a bad attitude, you can be sure that it will fail. If there's a bad attitude, you can be sure, no matter how skilled they are, it's only a matter of time when they will fail. Okay, so this is put together, together this matrix, it says that, you know, great talent plus rotten attitudes is a bad team. So you might be highly skilled, highly skilled, highly talented. But if one is going to have a bad attitude, then it's going to result in a bad team. So what could be a bad attitude in a team? What do you think? Or what could be, you know, so we can, we can say, okay, this is a bad attitude, I need to avoid that. What could be a bad attitude in a team? You can use the mic. Online students also you can put it on the chat. What could possibly be a bad attitude in a team, just think of a team. What could be a bad attitude? If one is selfish, okay, for example, let's say a football team, okay, now it's a team sport, we know. And if one gets the ball, and if they're saying, okay, I need to score. Okay, only I will I need to score. And if they're just running towards the goal, they are, you know, dribbling past the other players, and they're going there. And there's another team who is in a, you know, advantageous place in order to score. But this person does not pass. Right. In the end, he may or may not score. But the fact is that they could have scored high, you know, high chances of scoring, because the other person was in the position better to score, but this person did not pass. Right. So which means that, you know, I want myself to be promoted. I want my name to come out. I want it's all about me. Okay, so yes, anything else? Sorry, pride. Okay, so how will that come out? Sorry. Okay, so I can do all things. In a good way, and if it's a humility, you know, it's nice, I can do all things through Christ who strengthens me. But then if it's going to be arrogant in the sense, you know, I can do things, but you cannot, you know, it's like you're looking at the other person comparing and you're putting them down. Then it is definitely going to be because this, this person is going to not not going to respect the others in the team. Right. And it's just over a period of time, they're going to put down others. Maybe they're going to, you know, talk bad about them, all that, right? Yeah. Negligence. The sense negligence would be not being neglecting one's responsibility, maybe. Yeah. Yeah. So these are, yeah. So it's more to do with the heart, the sense, you know, it's okay. You know, it's okay if this does not happen. That's all I know. I've done the bare minimum. It's okay. I'm not going to look into it, you know, things like that. Some examples given here, the team cannot function without me. Okay, you're a skilled person. You're the expert on certain things. But if you're going to have an attitude like, without me, this team is, this cannot be there. Right. If you're going to have that attitude, it's going to carry on into your interactions with people. And it's going to result in pride. Right. I'm the only one who's actually contributing to the team. Again, I'm the top performer. So I'm above the office rules. Right. So which means that my performance is, you know, above everyone else's whatever I'm doing, whatever I'm contributing, it's more than what the others are doing. Therefore, I don't have to obey the guidelines or I don't have to obey the rules. Right. Or I can be flexible with it. You know, I can come when I want, I can go when I want to, you know, if, if everyone needs to do certain things, and I'm not going to be doing it. Now, that's a bad attitude. Just imagine if one person is like that in the team, what happens is that it becomes very contagious. Okay, what does contagious mean? It spreads. Right. So it spreads to all. It spreads to everyone. And, and the thing is that if there are new folks who join, new people who join the team, it spreads to them as well. So a bad attitude is very contagious. It spreads. Right. Okay, then to understand that there is a price for success. What is that price that there needs to be effort, that needs to be diligent effort, there are, there's commitment, there is sacrifice. So, so one, one, one has to understand the people in the team have to understand that it requires hard work. It requires commitment. And yes, it requires sacrifice. Okay, so not everything is going to be easy. Not everything, every task or there could be seasons where I need to for the sake of the task for the sake of maybe the ministry and the thing I need to sacrificially give up certain things in order to, in order to carry it out in order to accomplish, you know, maybe there is something like, I don't know, if you just look at the, some of the demands, like on some of our church teams, right? Some, sometimes it's, it's quite demanding, right? Everything is voluntary work. But if you look at the setup team, right? Sometimes what happens is because it's a rented facility, I'm talking about, you know, central location, support, you know, because it's a rented facility. And we need to set up the equipment. There could be a program on Saturday, right? There could be something happening on Saturday. And that program might get over by, let's say, 10 o'clock or 1030pm, late in the night. Normally, the setup would happen by afternoon and they finish by evening. But this would actually start only after 10, right? After everything is the program is done and that, you know, the, they, they've cleared the stage and then only then will this setup be possible. So which means that sometimes there is that sacrifice, you know, I can't say that, you know, I'm part of the team. But then, you know, I don't like to come in late and do that, you know, that's, it's, it's, it's needed, right? So, so or even coming early in the morning, right? So it's, it goes with the task, it goes with the responsibility. So which means you understand that. And it's good to have an orientation even before the person joins, you know, it doesn't come as a surprise. This is what is required. Right? And so understand, so everyone understands that there is effort, there is sacrifice. So then the team functions well. Okay. Okay, then the, the first one is the team needs to know maybe if it's a project, if it is a time bound project, you know, let's say you are organizing, let's say organizing outreach, organizing, you know, a particular youth program or organizing, you know, something that you're organizing, you know, the date is, let's say, end of May. Okay. And you know that you have about two months to prepare for it. Right? So everyone needs to know how much we have progressed. Everybody in the team, that's the score, you know, like, typically, if you, if you, if there's a match, when you, when you look at the score board, you know that at any point in the match, you know the, or any point in the game, you know that what the score is. Okay. If it's cricket, you know, okay, this is 100 runs, two wickets down, maybe, you know, 15 overs gone. So you look at this scoreboard, you know. Okay. So similarly, is there a scoreboard where the team understands with regard to the task? This is where we stand, each one of us. And I used to work for a sales organization, right? And the last company that I worked in, that we would have a meeting every, every day, every morning, we would have a meeting. And in that morning meeting, this was something that was reiterated, right? So individually, each person would know, what is the, what is the task or what is the goal, right? What is the target? And in relation to the target, let's say, I need to sell 100. Where am I right now? Okay, today's date is 27 or 26th. On the 26th, where am I? What is my score? Okay, how much have I achieved? And what is the distance, you know, the what is the balance? Okay, maybe I've achieved 80, but the balance 20 has to come in the next four days or five days, right? I need to have that knowledge understanding. So every person in the team has to have that understanding. So if you're a leader, then, you know, have a timely meeting and timely sharing of where we need to go, and where we are right now, and what each person's responsibility is with regard to that. Okay, okay, then the next one is the connect. Okay, so connect meaning is their communication within the team members. Okay, it did not be that everybody is like talking all the time, speaking all the time. It's not that. So we're just saying that there is, there needs to be clear, there needs to be courteous communication, right, within the team members. Okay, so this is what it says. So why is it important? Communication increases connection, which leads to understanding one another, and it increases effectiveness. Okay, so communication increases connection, which means that okay, when you talk to people, you understand and this, you know, you connect with people, you're not alienated from people. Right? And when you connect with people, you understand them a little better, right? You understand their, you know, their maybe their skills, abilities, you also understand their weaknesses, and some of the challenges that they are struggling with. Okay, some of the things that they are struggling with. So even when maybe, you know, some, some responsibilities are given and they don't carry it out. Yes, there are consequences. But you also, you know, you can empathize with some of the struggles that they are having, the challenges that they're having so that you can help them to overcome it. Right? So, so that can happen only when we communicate, when there's no communication, communication is two way, right? So there's also speaking, there's also listening. So when there is communication, then there are chances for, I mean, definitely there are, there's connection and when only when there is connection, that is, is there a understanding. So when one understands that, understands the other person, then there is effectiveness. Right? You're able to say, Okay, you know, today I will do this, you're able to come to a place of, you know, understanding each other and balancing out strengths and weaknesses. Therefore, you, the team becomes even more effective. Okay, so one needs to ensure that there is communication. So what is what can come against communication, misunderstandings, miscommunication, misunderstandings, gossip, backbiting, you know, undissolved conflicts, right? Undissolved conflicts. So a person is saying, you know, and I, you know, I was very, very shocked. This with this happened many years ago, in the school when, you know, my daughter was studying. And I think this was in some fifth standard or sixth standard. Okay, so you can imagine. So she came back and said, you know, these two girls are not, and we know them, you know, them personally because they've come home for the, you know, for our daughter's birthday party and all that, they've come home. So she suddenly said, you know, they are not talking to each other. Why? Because she said something about her. He said, I mean, she said something about the other person. And then, so they're not talking to each other. So I thought, okay, it'll just a passing phase, you know, they'll talk today, they won't, they won't talk. And tomorrow, they'll, you know, make up and again, they'll be friends. No, but this continued on that he would not talk for years. And 10 star after 10 standard, I think one, one of the girls left, or both of them left the school. And I was very surprised that they did not talk to each other for four years. Right. So, which means that even in activities and everything, if this girl isn't that the other girl will not be there. Right. So just imagine if that kind of a situation in a team, right, where a person says, okay, I'm not going to you talk, I'm not going to talk, or I'm not going to do this, because he or she is like that or whatever reason, if there is no communication, if there is no which the, which means if there's no communication, if you look at that same statement, no, there's no communication that decreases connection, which means it leads to lack of understanding, which pulls down the effectiveness. Right. So it needs to be there. And team needs to have clear lines of communication, not just not just when we say communication, it is not just personally talking and connecting during a, you know, free time and saying, Hey, how are you doing? You know, how are things at home? You know, how's your health? It's not just that. But it is also with regard to the work, you know, clear lines. This is how we communicate with regard to the work. Okay. So when can we do this? When can we discuss this? You know, is there a time for it? Is there a day for it? Right. So which means meetings and so on. Right. So we need to kind of establish that. Okay, on such and such a time date, let's discuss this. So we need to establish so it needs to have a clear structure. So that will help. Okay. And communication needs to be clear. Okay. Clear meaning, there is no scope for understanding it differently. Right. So suppose there is a instruction given. Okay. Like quite recently, we did an exercise in the office, where we were all split into teams, and each one of us had, you know, a sample email. Okay, so a sample email, which, which we needed to correct it. So the email would say something like a sorry, today's meeting is not happening. And then it might happen on another date, it may not happen. You know, just the email is like that. It may happen on another day, it may not happen. But I'll I'll keep you posted, I'll let you know, and so on. You know, so if it is so in that email, and all the other sample emails, we saw that there is a lack of clarity. There's no sure and a definiteness about when something is going to happen. Okay. So if it is not clear, let's say you have an activity in the afternoon, and then nobody knows, right, there's no clarity about what time, where, where are we going to meet? What is happening? Then that results in confusion. And also, whatever communication comes, whatever is, you know, said, spoken, texted out, if it is not clear, right, you can, you can, you can, you go through it and you say, okay, maybe it is like this, maybe it is like the other thing, right, maybe we are going, maybe we are not, you know, then there is absolute lack of clarity. Communication also needs to be concise. What is the meaning of concise? It means it needs to be brief, right? Let's say, for example, if you're texting an instruction, emailing an instruction, writing down an instruction, it needs to be brief, right, it needs to be to the point. And it needs to be clear. Okay. Only then will people be able to receive that content. Okay, so how many times happen, you know, you probably you open a text, or you receive some forward, and it's one long one. Okay, now you read two, three sentences, and after that, you just close the message, right, because you, you don't have the patience to go through, or there are too many details, too many details, right, for a mind to really keep track of. And so, you know, you so when it comes to communication within the team, especially important things, especially about, you know, instructions to what needs to be done, what time where it needs to be concise. Okay, courteous, courteous means with respect, respecting the other person, right, and then consistent. Okay, so this needs to be consistent. Meaning, this is how it needs to be done over and over again. Okay. And if you're a team leader, we need to ensure that you facilitate that communication among the team members, make sure that there are opportunities for people to communicate both unofficially informal manner. And also when it comes to formal things, right, when it's a meeting, when it's something needs to be discussed, you facilitate and put in a structure where that can be done. Okay. Okay, any questions here? So this is something that we can actually go back and check, you know, suppose you find yourself leading a team, you can go back and check and see okay, do I have these things in place, there could be many more things, but this is a foundational, right? This will ensure a fair amount of success for the team to function and work towards, right? Okay, any questions, based on how you have been part of a team or any challenges, even with all this, maybe you've faced anything. Okay, okay, let's move on to the next one, you know, how do we build a team? Okay, so you're talking about team building. Okay, how do we build a team? You know, this person who's the founder of Taylor Guitars, a great product, right? Taylor Gita, good guitar. So he says building the team is as important as producing the product, which means that what the team is going to be involved in, and the final end result is very important. Okay, so building the team is as important as producing the product. So two things, to build a team to build a great team, you know, first thing is to recruit the right people. What does recruit mean to select? Take people into the team. And I'm sure that, you know, when we were small, and we had to pick a team, right? So you were in two, two captains were there, and they had to pick a team that, you know, you choose one person, the other person chooses the other person. And then, you know, then they are picking, you know, why, how are they choosing based on that person's ability? Okay, or maybe they like that person, you know, I want that person in my team, whatever, you know, he's my friend, and I want and that guy is not going to feel bad. If he's not part of your team, you know, whatever reason or many reasons for which you select people. Okay, so, but we need to select the right people. Okay, knowing that this is the task, we need to select the right people. And sometimes we have the privilege or the opportunity to recruit team, team members, right? Let's say you are starting from scratch, you're starting from the beginning. And then you have the, you have the privilege, you have the opportunity to put together a team. Okay, so, so how will you recruit? You know, if it's a, it depends, right? If it's a, if it's a company, if it's an organization, probably you will send out, send out, you know, an advertisement or information, probably post it on various job, job search, you know, or, you know, portal websites, you put it, you'll advertise, and you will say, okay, this is the, maybe on your website, this is an opportunity. Okay, recruitment also happens informally, right, you tell someone, and you say, there is this need. If you know of anyone, just let me know. And that is also how that's another thing that we need to see. But we need to, you know, recruitment, we need to have a process in place. Okay, whatever teams, we need to have a process in, it's good to, you know, not do it in an ad hoc manner, but say, okay, put things in place for you. So you know that, okay, when I'm recruiting people in the team, this is the process that I'm going to follow. For example, let's say, I'm again, talking about the worship team in our church. So when we recruit people for the worship team, you know, these are all volunteers, right. So we have a process in place. Okay, the first thing is, we ask people to fill out a form. Okay. And that form has certain criteria already mentioned. Okay, so it says, okay, you need to be part of church, you can't be a visitor, and still, you know, want to serve in a team, you need to be part of church. It means this is your church, that you, this is your home church, and this is where you come on Sunday, you're part of the church community. So we just need to make sure that, okay, at least three months, if not six months, that are already part of a church. Okay, so that form mentions that. The form also asks about, you know, have you received the Lord as your savior? You know, do you have a personal relationship with the Lord Jesus? Okay. So because if you're going to be leading worship, no matter how skilled you are, if you are not a believer, then you're not going to worship. And if you are not going to personally worship, how are you going to lead others in worship? Right. So that is another important thing. So, you know, we put that, and then there are other informations like, you know, if we put you in a different location, will you still be able to serve? Are you serving? First of all, you know, we need to find out, okay, are they serving in church, you know, ushering anything? If not, need to find out, okay, why are you not serving? Is there a reason why you're not serving? People give their reasons, whatever, right? So this is a form. So that's the first thing, you know, we go through that form, and then we we know that, okay, maybe we need to give this person some more time, you know, because it's just very new, you need to give them some more time. So there's a form. So after the form, then there is a, you know, we see that, okay, there are some people who qualify based on the form, then there is an audition, right? So we invite people to audition, meaning you you come prepared with whatever area in whatever area you said you are, you know, you are good at maybe you're a musician, maybe you're a singer, whatever, you know, you you come prepared with these songs, right? If you're a musician, you come prepared with this, if you're a singer, you come prepared, like if you're, if you're a lady and a singer, you come prepared with these songs, and then there is an audition, right? So what we do is even before the audition, okay, there is a orientation, that we talk about. See, you you you've seen the team on Sunday, right? And, and then you feel that, okay, you can contribute, you want to serve in the same way. But behind the scenes, this is what is required. No, this is the commitment that is needed, because the team would meet on a weekday for practice. And the practice would be maybe two hours, maybe three hours. And even before that, you need to personally, inverse time and personally practicing. So can you do that? The practice will not be in church, it will be in some other place, right? So given your work, given your responsibilities, can you take time off in order to come on a weekday? Come for practice, attend, go back? Okay, so these are things that we talk about. This is what worship team, the worship ministry is. And then we just give them the reality of this is these are the expectations, these are the standards, right? So are you okay? If you're okay, come for the audition, if not, that's fine, no problem, you know, you don't have to serve in this team, right, you can serve elsewhere. But this is what it is. And when you come for audition, and when you go through the audition, these are the outcomes. One, you get selected. Two, you will not get it selected. Three, you will say that you spend more time and come back for the next audition. Three outcomes, tell them very clearly, so that they're not disappointed, right? Sometimes it will say, you know, I've served in so many churches, so many places I've led in worship, and you guys are not selecting me. Just tell them upfront, this is what it is, right? These are the outcomes, be prepared for it. Okay, then, then comes the audition. So people after the audition, there is a orientation, which means that people come for practice, but they don't. Yeah, they're not rostered on a Sunday morning. So that happens for about six weeks, six Sundays, or six weeks, so six practices, one and a half months, yeah, one and a half months, six weeks, I say, because sometimes they travel, they miss out on a week. So which means they need to come, that one and a half months can be, yeah, if you're going on, consecutively, if they are attending a practice, but otherwise it can be even, you can stretch it. There's no, if you're doing only one, one in a month, it'll be like six months, right? So, so that's the thing. So they attend the practice. Why? To get to know the team, to get to know the songs. If you attend six, you at least know 30 songs, right? In when we are worshiping part of church, we may not necessarily learn the song. So the new song, you don't, you know, so you don't think about it. You don't even, you know, make an attempt sometimes. It is worshiping. But if you're leading, you're going to know the song. So they learn, you know, how it is sung, if it's a musician, what are the chords, what keys, everything, right? So at least 30 songs they know by the end of that time. So and they know the team and they know this is what it is, you know, I need to wake up at this time, I need to come for practice, I need to prepare, etc. So this is the recruitment process. Okay, similarly, for different things, you know, it may not be, you know, this long drawn for certain other things, but you need to have a process. It could be a two step thing, you know, like you sign in, you meet, receive instructions and you start. It could be as simple as that, but you need to have a process. Okay, so that's about recruitment. Okay, so build a team. We need to have a, you know, we can either recruit or sometimes we are given a team, right? The team is already there and maybe you are, you come in as a leader to lead the team, right? Or maybe you are already part of a team, the team is already there and then you are selected as a leader, you're chosen as a leader to lead the team, right? So in that case, we need to develop, in order to build a great team, we need to develop the people who are already there, develop the ones we have. Okay, so building a great team, of course, it starts with us individually, whether we are a team leader or we are a team member, it starts with us. Why? Because if we change, then we change the value or contribution that we bring to the team, right? If we would make a, make change, say, okay, I, well, I've had this attitude, I'm going to change, right? That's just that small change in attitude or contribution does so much to the team, okay? The contribution to the team. So in order to make a great team or build a great team, we just need to make sure that the individuals themselves are improving or changing, okay? Okay, so let's look at some qualities of a team player. So we either, when we are recruiting, we either look for these qualities, okay, we see, okay, do people have these qualities? Or if people are already there, we see that, okay, how can I build this quality in them? Okay, how can I build this characteristic in them? Okay, and all the things that we saw earlier, you know, about how, I think we, we looked at one section, right? Potential team or potential leaders, you know, we looked at several characteristics in order to lead, in order to build them up, lift them up or position them as leaders. We looked at, right in the first section, you know, now, there could be an overlap of that, right? So, so let's look at some of those things. One of the first thing is that we value or give importance to character, okay? Now, ability is something that will, that will be like a doorbell, like that will be something which will be on display for any person, right? The ability, the skill that they have, the, the gifting that they have, the anointing that they carry, right? That will be something that is on display, really visible. But we need to go beyond that and look at the character, right? Who is this person really like? What is this person really like? You know, we need to value as a, you know, as a recruitment thing or even as a, you know, what you're developing people into. We need to value character over ability and that's why Paul says, you know, Paul says, Timothy, you know, commit these two committed people who will be able to teach others also. And Paul gives an instruction to Timothy. The teachings that I've, you know, that you heard from me, that you've learned from me, commit these two faithful men who will be able to teach others. Okay, so he's talking first, first of all about commitment, faithfulness and then about ability. You know, if you look at First Timothy and also look at Second Timothy and, you know, in Titus, we see that there is a listing, whole listing of qualifications, right? This is what, you know, if a man desires the position of a bishop, overseer, you know, it's a good task, it's a good, good thing and so on. And then he lists down the qualifications. They should be like this, they should be like this. And if you look at all that, you see that a whole lot of things are about character. Okay, that does not rule out ability. You know, we need to have ability, right? We need to have skill. Suppose you have a, you know, you're putting someone as an accountant, now they need to have the knowledge, they need to have the skill to be an accountant, you know. But even before that, over and above that, they need to be people of good character, always, right? So value character over ability. That's one of the, you know, the main things that we need to look at. Yes, we need to have skill, but we need to, you know, make sure that there is character, right? Okay. Okay, I think we'll start this section next class. We just have a minute to go. Any questions, anything that you want to add, share? No. Okay. Okay, we'll stop here and we'll continue next class. Thank you.