 Okay, yeah, let's continue. We are looking at the checklist that we can always see if these things are there in the team. So first one we saw was, does everyone know the big picture, the vision, and does everyone own the big picture? So it's very important for every member in the team to have clarity about this, right? Okay, let me just share the screen again. The second one is having the right person in the right place. So the placement of every person in the team, placement of the team member. So is that person, even when we recruit or take in a person for a particular assignment, for a particular task, is the person capable, is the person qualified? Can the person be trained is the person teachable, right? So the problem happens when we, sometimes we do this, right? Maybe Christian organization, churches, oh, this person is in need and therefore let's try and help them out, right? Without evaluating or assessing whether the person is qualified, whether a person is teachable, and these are, it's good that we want to help, but does the person have the capability for that particular thing that you're thinking of, for that particular task that you're thinking of? Or is that person going to create more problems or is the person going to be frustrated? What is he or she meant to be doing? If we would spend some time finding that out and placing them in the right place, right? Then the task can be so much more effective as the team works together, right? So if there is a wrong place, wrong person in the wrong place, then there is regression in the sense, instead of progress, the whole team slows down. In fact, there is regress, there's negative progress going back. So it happens because of that. So if the wrong person is in the right place and there's frustration all around, well, this is the task, this is the process, this is the responsibility, but then you have the wrong person in place, right? Then there's frustration, frustration for that person, frustration all around for the team, for the leader. You have the right person. Okay, it means that this person is good attitude, skill, everything, but it's the wrong place, then there is confusion, right? So again, you could have frustration, you could have regression as well. And when you have the right person in the right place, then there is progress. And you have the right people, they're talking about the team in the right places, collectively, then there is multiplication. So the third one, the third thing in the checklist to look for is the attitude. What is the attitude? No, we're not talking about skill, we're not talking about competency, that could be rated very high, maybe the person is skilled for the task. The skill is something that's the most visible thing, right? Maybe it's, let's say in ministry, maybe it's leading in worship or maybe preaching or maybe something else, maybe it's media. The skill is something which is very, very visible, but what may not be visible at that time is the attitude. So what is the attitude? So what is the attitude? Is it good, is it bad? So sometimes these things surface, take a longer time. So it's best to find out, it's best to get references, if you're hiring and deal with it. If it's a person who's there and maybe they are very skilled but then they have a bad attitude, we need to deal with that, change it, correct it. So good attitude, do not guarantee a team success, but bad attitudes definitely guarantee a failure. So this is something interesting, great talent, but plus rotten attitude results in a bad team. Good talent, bad attitude, average team. Great talent and average attitude, a good team. Great talent plus good attitude results in a great team. You see, one thing that is common here is that there is great talent, right? So the team, in the team, there is great talent, but what is variable or what is changing in this equation is the attitude. It's either a rotten attitude, it's a bad attitude, average, good, but with that, with the change in attitude, the change in the quality of the team also happens. So respective of the talent, talent is a given, skill, qualification, everything is there, but when you change your attitude, you change the output. So then this is more so when it comes to a team because attitude is contagious, right? Good attitude is contagious, bad attitude is contagious, right? So everybody picks it up, right? They sometimes they discern it and drop it, but sometimes they don't do that and then it's contagious, right? Scatches on, okay. The other one is the price, okay? So sacrifice, right? So what is the cost? What is the cost that the team member is willing to pay to get the job done? There is a sacrifice, there is a sacrifice in terms of time, in terms of effort, you know? So is every member aware of the cost? Is there an awareness? If you're, maybe there's a special thing that you need to do, you know? Special meeting that you need to do, that you're organizing, let's say there is a, you know, series of meetings, maybe in church, maybe it's an outreach thing that you're doing. So is every member aware of the cost? Now it's going to take some special efforts. It's not going to be like our everyday task, it's going to take some special effort, it's going to take some, you know, maybe some going beyond our regular time at work. Maybe it requires us to come in early, it requires us to go out late. It's not forever, but it's still this particular task gets done, right? So is the team aware? Is every person in the team aware? And more importantly, is every person in the team as they have they bought in, are they willing to go the distance? Are they willing to pay the price, right? So we need to, this also is something that's part of the checklist for teamwork. It makes the teamwork, right? Let's go. This is very important, right? Every member needs to know where the team stands and where they need to go, you know, this, I worked in a sales organization, right? And then in my last assignment in that organization. So our regional manager, every morning, you know, as far as I can remember, you know, I don't think we missed out a morning. It will be either in person or a phone call. Every morning there was this thing that was established and it is this, what is your target? So this is how much business you need to bring in. This is how much sale you, how much you need to sell and how much business you need to bring in. This is for everybody. Collectively guys, this month is what we're looking at. Individually, you know, each person, this is what you're looking at. The questions are, where are we right now? Okay, so this is the big picture, 100, we are at 20, okay? So everybody needs to know that, understand that 100 is where we are going, but we are at 20. So what do I need to do in order to take, you know, this whole score from 20 to 100? Individually, what do we do? What do I have to do? Collectively, what do we need to do? Okay, so I'm just talking in terms of sales figures, but if we are talking about a project or a task and you know that in three weeks time, we need to be accomplishing this. We need to be finishing this, right? So here we are three weeks prior and maybe we haven't started, maybe we are midway, maybe there are some challenges. So we need to know exactly where we are, right? And what we need to do in order to reach where we need to go, okay? So that's the score. So it's an important checklist for every person in the team to know, okay? Then the other thing, probably the last thing here is the connect, okay? So communication, communication increases connection, which increases understanding, which increases effectiveness. So communication within the team, with the team leader, communication from the team leader to the team, is it clear? Is it clear or is it fuzzy? Is it unclear, right? Whatever guidelines are there, are they clear? Not clear. Is there ambiguity? Maybe it can be interpreted this way and that way. We're all supposed to be in the office at this time, okay? Is that clear or the way it is communicated, the way it is led by example, is it clear? There's many ways by which communication becomes fuzzy. In a sense, if there is a written guideline that we need to be in the office at let's say 9 a.m. And if everybody walks in at 10 and there's nothing done about it, then the communication that goes beyond what is written is that it's okay to come in at 10, right? So the written guideline becomes lacks priority or lacks importance, lacks that weight than what is actually being done, right? So is it clear? Is communication courteous, right? In what, is there respect, is there honor, is it courteous? Is it consistent with regard to respect and honor? And does it go up and down with a crisis? Does everything change? Is it clear? Is it courteous? Is it consistent, right? And is there communication, sorry, is there communication among the team members? If this person is saying, I don't want to talk to that person or for X, Y, Z reason or, I'm not going to ask that person to do this even though I'm the one who's supposed to interact and do it, no, you do it, that's not, that's a complete communication breakdown. So communication increases connection, connectivity, right? There's information passing on both ways, which facilitates understanding, right? You understand the person, you understand the process and which results in effectiveness, right? Sometimes maybe a person shows up or is unable to do it because there is communication and because you know the per challenges, maybe the person is having in the home front and domestic front or maybe that particular day because of communication, right? You begin to understand and empathize and that results in effectiveness. Once a person understands that, yeah, it's not a repetitive thing, it's a one-off thing and these are the challenges. And then both are at peace, right? The person who also kind of missed the mark also knows that, yes, it's a one-off thing, I'm being understood, I'm going to give my best, right? So these are some things that are part of the checklist, okay? Okay, now what we'll do is we'll take some time to go through team building. Building the team, the human resource is as important as producing or, you know, being, if you're manufacturing, you know, producing something or if it's a service that you are providing, it's as important as that, building a team, right? So this is by, this is a quote by Bob Taylor, who's the founder of Taylor Guitars, a very famous and also, you know, a premium quality guitars used worldwide, right? So building the team is as important as producing the product itself, okay? So to build a great team, we can recruit the right people, okay? That's one way, you know, I don't have people. So I recruit, I look around, I see people with all these, you know, qualifications. I see people who, you know, looking at the task that needs to be done, you know, maybe you're looking at, you know, certain things in ministry and you're looking at those tasks and saying, okay, I need to recruit the right people, I need to have the right people in place and they need to be able to do this. They need to have this, you know, in terms of character, integrity, so it could be a long list, but not impossible, right? So recruit right people. The other thing is to develop the people that are already there, right? So that is also part of building the team. We have already people who are there and maybe there are some specialized tasks, okay? There's some, maybe they need to grow and take on additional responsibilities, maybe a new area of ministry, you know, and that requires, you know, certain skills, that requires certain things. You know, when we say skill, it need not be just the, you know, physical ability or, you know, intellectual capability. It can be also something spiritual, right? We need to grow in this gifting. We need to mature in certain things. So develop the ones we already have, okay? So building a great team starts with us, okay? If we are tasked or if we are given the responsibility of building a team, it starts with us either as a team member or as a team leader. So when we improve, the team improves. You know, that's one level up already because we are adding value, we are contributing to building the team. So we are adding value to the team. The team gets better. So the thing is to, you know, improve the individuals. We have normally, we think of collectively, you know, the big team and you need to, you know, kind of give input to the team, important. At the same time, you break it down and see, okay, if each individual improves, then the output of the collective whole is definitely better, right? Okay, so let's look at team building, some essential qualities that are required. So even before we get into this, we need to understand and we need to, you know, understand one thing. What we learn from scripture, from Paul's epistles to Timothy, to Titus and so on. So we see that, you know, he values character, there's a lot of weightage of character over ability. Okay, he says, commit these two faithful people who will be able to teach. Well, that's the instruction Paul gives Timothy. Commit these revelation teaching to faithful people, character, who will be able to teach others also ability, right? So that's the order that we see. So yes, there needs to be ability because that's what gets the job done, right? But character always trumps or takes precedence over ability because character is what holds the whole thing. They can be a complete breakdown if there is no character. So character is always valued and we need to look, in fact, we need to look for both but we need to give value for character, right? Okay, so first thing is adaptable. Okay, so we're going to just go through, you know, each of these characteristics, you know, in the team is the team adaptable. Okay, so the thing is, if I don't say, it was changed for the sake of the team, right? It could be a project, it could be anything. It could be a ministry assignment. If I don't change in the sense, if I, for the better, we're talking about, you know, there are the certain things that I need to do. I need to be flexible. I need to be strong and rigid about certain things. Now, if I don't change for the sake of the team, the team may replace me, okay? So to be adaptable, I need to be teachable, okay? So there's a link between, you know, being teachable and being adaptable. Of course, you know, you can follow this in your notes. You know, you can go through it later. So being teachable, being ready and willing to learn. Being ready and willing to learn. That's a great quality, you know, not being plateaued off, you know, reaching a level and saying, being stagnant and saying, okay, this far and no more. Well, the Bible talks about, you know, where Paul writes and Peter writes, I think he says, grow in the knowledge, grow in the grace and in the knowledge of the Lord. Grow in the grace and in the knowledge of the Lord. So always, you know, always learning and keeping a heart fresh for receiving more from God. So, you know, as a general attitude, as a general characteristics, characteristics, sorry, to say that, yeah, I want to grow. I want to learn. I want to know more. And the Lord Jesus says, you know, he who uses the, you remember that parable, right? You're talking about the parable, the soya, soa, sorry. And he says, you know, for the measure with which we use, it'll be measured back, okay? So what measure are we using? Are we teachable? Are we willing to learn? Are we willing to do new things in order to grow? Or are we saying, you know, we always used to do this, so we'll continue to do this this way because we are comfortable in it, right? Okay, so second one, emotionally secure, you know, not threatened by change. You know, change always makes us uncomfortable. But if we would, you know, determine that yes, there's going to be a little bit of discomfort, you know? For some people, it's very, very uncomfortable to change, right? For those of you, those of us who know that, okay, I know everything, you know, where my things are, I keep it in a certain place. And if you're that kind of a person, very set, very organized, you know, then sudden disruption of a daily thing or, you know, it can come as something which is, which is something which is very, very uncomfortable. We are uncomfortable with, right? So the thing is to even determine saying within us, saying that yes, there will be change, but I'm going to, I'm going to adapt, right? I'm going to, I'm not going to be threatened by it. Okay, the third thing about being adaptable is to be creative, you know? Do things differently. So try it out, be open, try it out, right? Be creative. And focus on serving others, right? Being service-minded for, being other focused would also help. Like this is a quote from, borrowed from John F. Kennedy, you know, said, ask not what your country can do for you, but you know, ask not what your team can do for you, but ask what you can do for your team, right? So this will help us to be other focused, okay? Second one is to be collaborative, okay? What does it mean? It means that you work together, okay? Working together, okay? If you're going to be dragging our feet, if you're going to be, you know, saying at all, you know, oh, I don't like that person. I'm not going to, you know, carry out certain things. I know, you know, he didn't do it the last time I requested, so therefore I will do the same. If you're going to, you know, have all these petty things come in, then we're not going to be working together effectively, right? So working together is always results in winning together, but working together should happen before we actually start winning together, okay? So when we say cooperation, it means working together agreeably. Collaboration is to working together, you know, with a certain amount of passion in it, with a certain amount of, you know, maybe it's a urgency, right? And so working together aggressively, right? So see teammates as collaborators. You know, what is our perception about our teammates? Do you see them as people, you know, who are in competition with us, or do we see them as, you know, people who are on the same side, working for the same goals, working for the same organization, you know? You know, though this is a fundamental thing, a basic thing, sometimes it's not there, right? There's so much of internal competition, you know? Like we used to, I was in an organization selling pages, and unfortunately, we were selling pages at a time when the product was being phased out, okay? So it was coming, the whole industry was shutting down, pages were coming to an end, people who are no longer using pages, they were all moving to mobile phones, right? So it was a very highly competitive, highly aggressive kind of environment, and I was in the middle of it, and, you know, trying to sell, you know, and getting a lot of disconnections and so on. So there was a lot of, you know, aggressive competition in the team, right? So people would not, they were not willing to share any information because each team member was seen as a competitor, because if that person would, you know, take over my client, then I get to lose, so everybody would be, you know, playing their cards very close to the, you know, their chess, so they would not, you know, there was not information flow and everything. So it was very detrimental, it was very toxic, very unhealthy work environment, right? So they would always be watching their back, right? So you cannot have a normal conversation. So, you know, where are you going? Where are you working? You know, where are you going today? This person would not say, because what if he goes there earlier? Which company are you working? You know, are you meeting? What is your appointment like? No, they would not share with a teammate because what if he or she goes and then takes away your business from you? So it was, you know, that kind of a very, very difficult environment. So there's no collaboration, there's no teamwork and definitely it was bound to fail and that's what happened, right? So see people as, see teammates as people who are working together and especially in ministry to see fellow ministers of God, to see churches, to see ministries as those who are working together, right? That's what Paul also wrote to the Corinthian church. You guys, we are not in competition. We are not trying to outdo each other, but we are actually working together. There's one who sows, there's one who waters. There's God who gives the increase and God uses another person to reap. So this is how it is. So this attitude should not come in to the church or ministry, work together, okay? And of course, there needs to be focus in working together, okay? So commitment, okay? Like there are no half-hearted champions. And if you look at someone who's a winner, someone who's a champion, any field you would see, maybe it's athletics, maybe it's business, maybe someone who's a very fruitful ministry. If you look at it, you see that they are all in, they're all in 100%, maybe 101, 110%, they're all in, committed completely, right? And so this whole thing of commitment is very, very important, wholehearted commitment. So there will be difficulties that test our commitment and our level of commitment being committed. I saw this in one of the, I think it was for a setup team, for one of the orientation, the presentation slides for the orientation for a setup team, a sound setup team, which comes in early, shifts equipment, puts everything together. And one of the things is committed. Be committed, be punctual. It does not require any special abilities. It does not require any special knowledge. Be committed, be punctual. That was the topmost thing on their list of what we need to be prepared to be in the team, what you need to have to be in the team. So it's a choice. It's not dependent on gifts or abilities. And yes, it's a risk, right? Decide, be committed, okay? Communicative, okay? So I just want to focus on one thing here, like we already looked at it, how communication fosters understanding, effectiveness and results in progress. Thing is, don't ignore relational tension, right? When it's a team and there's some kind of a grudge, some kind of a thing that's happening, there's a block of communication. Don't ignore that. Maybe as a leader, you can facilitate resolving it and point that out and say, we need to, we cannot encourage this, right? Or as a team member, we can be mindful of the fact that if there's any relational tension, then it's not really going to help, right? So don't ignore that. Competence means capable, qualified. Capable, qualified, right? So competence is also something that is to be built over a period of time in every person in the team. So we cannot ignore competence. We cannot be negligent of competence, right? And it's really good. So for us to know, for us to upgrade ourselves, right? So to be competent is to be committed to excellence. To be competent is to pay attention to details, right? And some of the things that really past has been reiterating is giving attention to small details. How's the spelling? How's the, you know, what is it? Things like that, you know, or is it grammar? Don't miss out on that. It might seem like a very small thing that you, you know, you can spell building as B-I-L-D, you know? But, you know, it communicates something, right? When there's a spelling, I mean, there's a typo and there's a grammatical error. So give attention to that, pay attention to that. Oh, one great example is about Taylor Guitars that their commitment to quality is that, you know, if they are producing, if they are manufacturing, let's say seven or eight guitars in a batch, then their commitment is that, or their competence is that they will not be one single, not even a single bad guitar in that batch, right? So the wood that they use, the strings that they use, the everything, you know, the details of the angles and everything, the material that they use is so good and so monitored and evaluated that there is not even a single bad guitar in the bunch. So those guitars are very highly priced, you know? Okay. So focus, get the details right and implementation again, you know, we can talk about it. We can theorize, you know, theoretically we can, you know, talk at length about how we need to be and what we need to do, but unless we implement it, you know, it doesn't really hold good. Implement is to carry out, to really do the thing, do the task, right? We can talk about quality and expectation of quality, but unless we translate it and say, okay, this is how I'm doing it and here, you know, you see it, then it really doesn't help, right? Unless there is implementation. Okay. Then dependable, okay. Again, a thing on character, what about motives, what about responsibility? Are people just talkers or are they doers, right? So, dependability, trust, right? Can I trust myself? You know, would I trust myself? Would I hire someone like me in my team? Would I want someone like me on my team? Right, that's a good thing to check and reflect about ourselves, right? Sound thinking, good judgment. Okay, to improve. Are my motives pure? How reliable am I? And can I be my accountability partner, right? So these are things to ask and check about ourselves, okay? It's to become more dependable, maybe, you know, we can have an accountability partner, right? To someone who can hold ourselves accountable to standards, someone who can be a teammate, it can be someone else, you know, to hold ourselves accountable, to do things on time, to do things well, et cetera, right? Okay, then I know we're just going through a few things. It seems like a long list, but these are quite important things, you know, and foundational things, right? For building a great team, okay? Discipline, you know, is there, is there discipline in the team, right? Like somebody said, discipline is paying the price and the little things so we can buy the bigger things or, you know, doing something that you really don't want to do right now so that you can do what you really want to do. It's building you up to do what you really want to do. Okay, strengthen the work habits. How do I do it? You know, strengthen the work habits, okay? Show up on time, be there, prepare, take on a challenge, you know, stop saying things that you should not, right? Stop saying negative things about yourself, saying I cannot or I will not or stop saying negative things about others in the team, right? So these are things that would really help increase discipline, okay? Enlarging, which means you add or magnify the value in another person, right? Add to the value of a team member. Maybe you have something that the other person does not have. You add value, bring that to the person. Add value to the team member. First of all, you know, do we value our teammates, right? Or do we esteem them higher than ourselves? Do we value them? Do we value our team as people whom God has placed in our lives? You know, that revelation will really change our perspective. You know, here we are maybe doing something and God has called us to do and we look around and see, you know, people in our team who are working towards the same thing. If we would see them as people whom God has placed, right, in our lives so that they can enable us, empower us to do it, you know, to go after that particular vision or the call, you know, God brings certain people and, you know, and we see a classic example is Paul himself and he's saying whatever he wrote in Romans 16, right? He's talking about so many people who helped, who worked together in order to, you know, for the, which resulted in the fruitfulness of his ministry. So there is this, you know, the human angle, right? Of course, God would empower, God would enable, God would give revelation, right? But God would also bring others to, for us to go further. It's never us alone. So we need to value, encourage, discover, the abilities in others, right? And increase the ability, okay? Speak words of edification, exhortation, and comfort. In other words, prophesy, declare over them, believe in others before they actually believe in you, okay? Sometimes we want to wait and see, you know, do they believe in us, serve others before they serve you and add value to others before they actually add value to you. So I think there are many more in the notes, like to be conscious of the mission, to be, excuse me, let me just stop sharing this, okay? Chris, I'm just seeing your chat here. APCS compose some songs, a lot of teamwork required. So could you please provide a high-level checklist as an example? So here, again, sometimes how these songs work or how it happens is like sometimes maybe there's an individual who composes the full song or most of it, maybe 90% of the song is written and maybe music and everything, talking about a team member. So it brings that and then there is a core team which also goes through the song and sees how they can add to it, how they can improve it, refine it further lyrically as well as melodically, right? So there's again a group thing which happens. So that's one path, right? Otherwise, we also have these kinds of times of writing together, it could be like we just take a day and say, okay, let's just split into different teams and let's sit together, let's pray, let's worship and then let's see what we can come up with that we can put together. So each team does that. It could be a team of three, four, five, whatever. So people sitting together and working on a particular thing. So there again, you learn to respect other ideas, you learn to, maybe you think that this is something that really works or this is a great idea but then the other person says, for these reasons, I don't think we should take that kind of a thing and then you need to be humble enough to say, okay, yes, fine, no problem, let's go with this, let's try this out. So all that happens. So that is another part where the song itself is birthed through a group, a team sitting together and writing and further refined by another team which again sits and works, refines further. And then what happens is when we also, for the first time, introduce it to a congregation, and we also get feedback from the teams, from the various teams at the various locations. It could be teams who are serving, it could be the worship teams, just to get feedback saying, okay, did this song enable you to worship? Was it more of a distraction? Did it really hinder you from worshiping? Did it take you closer? Did it draw you closer? So all those things. So then again, we just go back, again, as there's a core team which sits and refines it further. So it's always, there's a group which is involved, it's not just an individual thing that happens. So if you look at a high level checklist, as an example, it would be, I think at the core of it is to serve and you understand it's not to highlight individual ability and excellence, but it's really to serve. You're serving someone, you're serving the Lord, you're serving the people, you're loving God, you're loving people who God loves, and so that's the first and foremost thing for us to understand that we are here to serve. The other thing, of course, would be humility again, saying that, okay, I give you the right of way. Okay, so let's, I feel very strongly about this, but then, let's go, let's try this out. And also the other way, this person feels very strongly, maybe there is something to it. Let's go with it, let's try it out. So humility, servanthood, humility, and yeah, so I think those are two big ones that we really need to understand, and also, willing to change, right? So you might have done something, you might have, it doesn't help the congregation. It's a great, I mean, it sounds great, but it's not really, either it's become, it's too wordy, you know, there could be many reasons, right? So it's not a congregation thing, it's not really helping. So then, you know, just willing to be willing to just let it go. There are some songs which are written that it's not going forward, you know, which may be in a songwriting retreat, there could be maybe six groups and maybe just one song, which really makes it through this entire thing. So others are willing to say, okay, that's fine, absolutely okay, you know, we'll just sing it at part of our, you know, quiet time or, you know, time meditation, whatever, personal meditation, but, you know, we don't have to necessarily, you know, introduce it, we don't have to necessarily record it, produce it, and so all those things. So yeah, so I would say, having a heart of a servant, humility, you know, being teachable, these are things, these are big ones, yeah. Okay, so I think we'll, we have come to the end of it, you know, for, there are a few more points, but I think you can just go through the notes for that. So we'll stop right here. Thanks Chris, yeah. Thanks for sharing that, praise God, yeah. Okay, so I just wanna say a big thank you to all of you. I know leadership being a vast subject, leadership having, you know, scope in terms of length, width and also depth, right? And we, I know, you know, we went a certain distance with the topics and, you know, we may not be able to cover, we were not able to, you know, include everything in our, you know, in our discussions or include everything in our syllabus even. So, you know, you feel free to kind of share your thoughts, feel free to share any feedback, you can always write, right, right. I just put my email ID here. I think, yeah, all of you know it. This is the other email ID. Okay, so I take this more often, so you can write any feedback about the curriculum and that will also help to improve what we've been doing. And of course, I think these, the groups, what Chris shared about doing things in groups, especially for such a, you know, having more discussions, you know, I've taken note of that and that feedback and, you know, try to include that in our future recent leadership sessions so that they can, learning can be, you know, more, and maybe even case studies and so on. So, yeah, so I've taken note of that. So if you have any other feedback, you know, maybe we should do this, maybe we should not do this. Of course, we can't implement everything, but it'll be good for me to know, right. Okay, so thank you for giving us the privilege of serving this semester. So, all the very best, God bless. I'm sure we'll continue on. And for those of you who are, you know, you're completing and you're ending all the very best. I mean, with this semester, all the very best. God bless you guys, right. Okay, thank you so much. Have a great weekend. We'll meet again. Bye-bye. Thank you, Pastor. Thank you. Thank you. Thank you. See you. Bye-bye.