 and we're looking at the checklist for the team or leading a team or some things that we need to remember and to remember to put in place for good functioning of a team. So we looked at three things, we just share the screen. So we looked at three things, we looked at the big picture that everyone should know it, the placement that the right person is doing the right thing, right job, right task and thirdly the attitude. Okay, so we cannot overlook attitude and that's going to, if the tendency is normally to you know, compare skill and attitude skill is something that is very, very visible. Attitude initially may not be, it could be hidden and only when the person begins to do certain things then you realize the attitude and then, you know, it's too late. So we realize the importance, I mean we stated the importance of attitude, right? And attitude is also contagious. If it's a good attitude then the whole team gets it, it spreads, it's contagious and so that's a good thing, right? So everyone has a good attitude, everyone has, you know, whatever this, it's spreading, right? But the flip side of that is also true in the sense that if it is a bad attitude then that can, that is also contagious. The person can spread that as well, okay? And especially if it's a person with, you know, great skill levels, if it's a person who's very influential in the team, right? So that can also spread, so you need to be careful, okay? Then a few other things to look at is the price, okay? So what is the price in the sense, we know that every project or every task or activity that the team undertakes, okay? Now it requires effort, it requires a certain amount of maybe sacrifice on the part of the individuals in the team in order to, you know, get something done or reach a particular place, okay? Well, team needs to be committed, which means that they are saying no to a lot of other things and saying yes to this particular thing. Now it could be a time-bound short span of time where the sacrifice is required, where they're saying no to a lot of other things and then, you know, coming to this and getting this done. So whatever it is, the team needs to know the price. The team needs to know that it is going to take this effort, it's going to take this kind of sacrifice and commitment in order to get the job done. But Paul stated very plainly to Timothy and he said, you know, this is what it will take. You know, he said fight and do the work of an evangelist. He tells Timothy about his own life and all the things that he went through and especially in the Quarantine Church and the second episode of the Quarantine. He talks about all the things that he had to go through, right? He did not hold back. He said, you know, which means that the people learned that, yes, he went through these persecutions, he went through these applicants, which was actually, you know, the price that he had to pay in order to minister to the churches around, right? Minister to the unreached areas, minister to the church and so on. So he was very, very plain about it. In fact, in Second Timothy, Chapter 3 and verse 10, in writing Timothy says, but you have carefully followed my doctrine, manner of life, purpose, faith, longsuffering, love, perseverance, persecutions, afflictions, which happened to me at Antioch and Iconium at Lystra. What persecutions I endured and out of them all the Lord delivered me. Yes. And all who desire to live godly in Christ Jesus will suffer persecution. So Second Timothy 3 and verse 12. So it's plainly telling Timothy, you know, I went through this and in other words, if you, all who live godly will suffer persecution. So, you know, the context is living for Christ and doing the work of the kingdom and, well, the reality of persecution. Well, that is one thing. But if it is, you know, if it's, it may not be as, you know, severe as that where Paul's persecution was, you know, to be jailed and to be put in prison and, you know, all the things that you endured. But it can be something else. The price can be something else. And for simple tasks that the team has to do together, you know, because of the, you know, what they are involved in, there is a price to be paid and it requires commitment. It requires sacrifice. So, is the team member aware of the cost? Again, taking an example from, you know, from the worship team and how, you know, the audition happens. And so we found out that, you know, it's all, you know, trial and error. We found out that, okay, the people are very enthusiastic in wanting to sign up, in wanting to minister in the worship team, right? People are very excited. That's because they see what happens on a Sunday morning, right? So, most people are not part of the practice. They are not part of what happens during the week. They are the only exposure to the team is what happens on a Sunday morning when the team is ministering on stage. So, well, they are very excited and they're saying, okay, I want to serve God in this manner. It's all good. We realize that most people are, you know, 99% of the people do not know what happens during the week, right? In preparation and what it requires for the person. Maybe their understanding is, okay, I come on a Sunday morning and I get to do this, right? If I sign up, maybe I have the skill, ability, heart, everything. And then I come on a Sunday morning and I do this, right? So then we decided, okay, hey, people need to have, people need to know the cost. And people need to know the price, the reality of it. Well, we have different people auditioning. Maybe there's a, you know, there's a young mother bringing up two kids. And this is the quantum of time that's available for her, right, during the week. Well, Sunday, maybe she's coming with the family and, you know, but during the week, this is what is available and this is what, in this season of her life. So, so we need to spell that out so that she can make a choice. Saying that being part of the team, well, it requires this, it requires a practice, which is outside of our Sunday morning thing. It's on a weekday, maybe on a Friday or a Saturday. And it's at this place. So if you're, if you're, you know, staying somewhere far away and it requires a one hour commute to come to the place and maybe a two hours of rehearsal and then again a one hour commute to go back. So that's like four hours of your time. So would you be able to do that on a weekday, not on a, on any given week that you're rostered, that you're scheduled to be there on a Sunday morning. So, so apart from that, this is what happens on a Sunday morning, Sunday morning, service starts at whatever time, but you're expected to be there much earlier. So given your, you know, your season in life and whatever else that you're doing, can you leave your house at 6.30 a.m. Come for a 10.30, you know, to be ready there for a, you know, service and be there for two services. Or if you're serving in one other, some other place, you know, the service starts at eight, but can you be there at seven, which means you from your house, you might have to leave at six or 6.30 a.m. Can you do that? Right. So that is required. So the, the, so the cost or the price of, is spelt out, right? So everybody's aware, yes, you know, this is what is required. And everybody will be able to maybe make certain changes, mentally be prepared, reprioritize things, you know, first time it could be only that particular week, right? Taking the example of the worship team, it's, it's that Sunday in a month, or maybe two Sundays in a month that I need to do this. Well, for some it could be more, so they can make plan things around that, right? And, and maybe if you, if somebody's working in a team and working towards a deadline, maybe a software release, maybe a song release, you know, we know that it's not going to be like this for every day, but it's definitely this particular month. And this is what we're working towards, you know, so maybe 15th of May is what we're working towards. So till then, it's going to be intense. So you're prepared. And as a team member, you know, that this is, this is expected of you. And it's going to take so much of time, it's going to take so much of effort. So everybody needs to know the, the cost. Well, that is knowing it to just part of it. The second part of it is that they need to be willing. Okay. So when it comes to the, you know, the auditions and everything. So, so we decided, okay, we need to tell the people upfront. Can't just surprise them now that you're in the team, this is what is required. Even before you are, you know, you become part of this team, you might be considering being part of this team, but this is what is required. Can you, so it's telling you, if you're signing up, if you get in, this is what is required. Are you willing? Are you okay with this? Right? So it gives people an opportunity to say yes, it gives the people an opportunity to say no. Right? But the important thing is that everybody needs to be willing. Everybody needs to know. Everybody needs to be willing to actually pay the price. Okay. Okay. Then the other thing is the, the next thing in the checklist is this core, meaning where are we going? Okay. Where are we going? You know, it's like how you have a scoreboard, whether it's a football match or a cricket match or any other game, you have a scoreboard. So the scoreboard tells you, you know, if you typically, if you look at a scoreboard, it tells you the progress of the game. Right? It shows, if it's a football match, it shows, okay, this is the first half, which is 45 minutes and so many, so much of time has elapsed. Okay. We've already 25 minutes have gone by, we have 20 more minutes in the first half of the game and this is the score, 1-0. Okay. Team A-1, team B-0. Okay. So team B knows that in the 20 minutes left of the first half, they better do something to equalize, to, you know, gain an upper hand, they better up their game, they better strategize and do what is required. So it's a scoreboard is something that gives you, it's a picture that gives you a progress of the game. Right? So everybody in the team needs to know what the score is. Okay. In other words, everybody needs to know with regard to whatever they are involved in, the tasks that they're doing, they need to know, this is where we are. This is where we have progressed and this is what is required of us. You know, I used to work in sales and it was a monthly target, you know, I used to work in an organization, you know, one of the earlier companies also, it had a monthly target, but then it was broken down into daily targets. Right? So daily thing, it was very, very high pressure. Right? So morning, you'll be asked, okay, do you know what the score is, which is the end of the month, what you need to do, where you are, today, what you need to do, and where you are. Okay. And then at the end of the day, again, the same thing, you know, in the, in the debriefing, it's, okay, today, this is what you have achieved, and which means that daily, with regard to your daily target, this is what you have done, with regard to your monthly target, this is what you have done, and this is how much you need to do. Okay. And so it was done on a daily basis, it was very intense, but it really helped the individual in the team to really pull up if they needed to, if they needed to. So the questions are like, you know, where are we today? Where do we need to reach? Where do we need to go? What should we do in order to reach where we actually need to be? By the end of this month, by the end of this week, whatever. Right? So it was very clear, it gives clarity to every member in the team. So when there's a team meeting, you know, it gives clarity. Well, not all tasks are quantifiable like this, right? But we can have our own, you know, based on the nature of the tasks, we can say, okay, this is our goal, right? This is our goal. And this is where we, where we are in respect, in, you know, regarding the goal. And this is where we need to be. Okay. So that can be a very simple three-point or a three-question, you know, scoreboard, right? Now this helps the team. This gives clarity. So everybody, so when there is a clarity in where we, what we need to, where we need to go, then the actions also are clearer, right? So, which means that, okay, today, if I'm planning to just relax and take the day off and all that, and then tomorrow is what, you know, where I need to finish the thing, then I better change things. I better take my day off, day after, after I've finished it, because something is expected of me. This work is due to be finished tomorrow. And so we make all those changes, changes in effort, changes in, you know, priority and all those things we're able to do, right? So the team member needs to do this. So it's, well, it would be the role of the team leader, you know, to communicate this. Okay. And this would, this would really help. Another, the last thing in the checklist is the connect, meaning is there communication within the team? Is there communication within the members of the team? Is there proper communication channels of communication from the team leader to the team? Okay. So when we say communication, it's two-way, right? So communication increases connection. Okay. So if there is no communication, like between members of the team who are working towards a certain, certain goal, they're not talking to each other. There may be, you know, there's been some conflict and because of which they're saying, okay, why should I tell him? Why should I tell her? Right? I'll just do my thing. I'll just do my task. Maybe the output of your task is required for that person, for the other member of the team in order to do their job. Right? But then saying, why should I tell? Why should I do that? And we're withholding information and not really communicating, not sharing. Now, that's going to create a breakdown in communication and that this breakdown in communication is going to result in breakdown in connection. Okay. When there's a breakdown in connection, then, well, there's a breakdown in whatever the team is trying to achieve. Okay. Just think about it. You know, you take a simple game, for example. And well, the strategy is not really spelled out by the captain to the members of the team. Right? And let's say if it's not spelled out, if it's, you know, saying, okay, they need to do their job. But then you don't really spell out, okay, this is what we are, this is what our strategy is. Then they don't, first of all, they don't understand. Okay? They don't understand what we need to do. They just go about doing their thing. Right? And to add to that, if let's say, you know, any others in the team are like, why should I share this? Why should I tell this? Okay. Or I'm going to, well, let's say in a game of cricket and then field placement, right? Well, the bowler needs to, bowler is also involved in the process of saying, okay, this is how I'm going to bowl. Therefore, the batsman is more likely to hit the ball this way, and maybe onto the onside or the leg side or the offside. So the field placement is going to depend on that. Right? So the captain says, okay, you know, this is how I place the field. So you bowl this way. Well, bowler says, who's he to tell me? Right? Who's he to tell me? And I'm going to bowl the other way. Right? Then, you know, I know you've placed the field this way, but I'm going to bowl the other way anyway. Right? When that happens, and you don't communicate that who the captain and the field placement is in a certain way, then you know that, you know, that opportunity to get the batsman out is lost. And then the batman actually batsman actually is in an advantage to score. So anyway, that's cricket. But if it's, if it's not cricket, you know, it's like any other task where there's a breakdown in communication, then there is a breakdown in connection. You just remember that. Right? So breakdown. So the flip side, the positive side of it is there's when there is communication, when there is the flow of communication, either from the team leader to the team members, or within the team, when there's easy flow of communication, then, you know, it increases connection. So the one of the outcomes of increased connection or, you know, interaction is that one understands. There's an understanding of the person. There's an understanding of the person. Why is that person maybe able to do it or unable to do it? Okay. So when you understand, when there's an increased understanding, then it also increases the effectiveness. There is, there is it lowers the chance for misunderstanding. Okay. Well, somebody, somebody is not able to do the particular thing. Well, if you understand that that person has also maybe communicated and saying that these are some challenges and there's a delay, but I will do it when you understand it, then, then it increases effectiveness of the team. So when you understand, you've understood the person, you've understood the reasons maybe why there could be a delay, then, then we also, you also, the team members adjust to it rather than pulling that person down or pointing from my fingers and blaming the person team also understands, okay, this is the challenge. So therefore, you know, we know that this person will come around and do it. It's delayed by a day, but, you know, we will go ahead and do our job. He's already communicated that. So there's a communication of even support and encouragement, right, where in the place of blaming and, you know, discouragement, right. So communication to be clear, concise, courteous, inconsistent, okay, communication to be clear. So that it's, it's not fuzzy, it's not ambiguous, you know, so sometimes when you, when you read a text or an email, you know, if you're left wondering, you know, it could be either this or it could be either that, right, maybe some instruction. It could be this, it could be that. There's no clarity, right. There's no clarity about the, you know, what, what is this person communicating, what is this person saying, right. If it's, if it's, then it requires, it, it results in ambiguity and confusion. Whereas if it's clear and concise, you know, when we say concise, it means that, you know, in terms of instructions, in terms of guidelines, to not be very, very verbose and voluminous, but to be concise, right. So when it's concise, it's precise. There's no room for error, right. To be courteous, which means people like to be respectful, right. So if it is disrespectful, then you, then we lose the respect for that person, right. So it, unnecessary conflict happens because of that. So, so yeah, so it needs to be courteous and to be consistent, you know. If it's going to be, if it's going to be communication that's happening only at this, maybe on a certain time and a certain day and then the rest of the week, there is absolutely no communication, right. And you're left wondering what is it happening. So communication has to be consistent. Okay. So it, which means that it, you know, you need to give that space for the person to carry out a task. It can't, you can't bombard, you know, the team or team member. It depends what is the communication about, right. So it need not be micromanaging. It need not be, you know, always asking questions, you know, all status reports. It need not be that, but it can be consistent in the sense it can be at a certain time on a certain day. And with the understanding that this is, this is how the flow of communication is going to be. So then that gives the space for the team and also, you know, it reduces, minimizes the chance for misunderstanding and lack of clarity and so on. Okay. So communication is very important. Maybe it's, it's for calling the team for a team meeting. Scheduling something with the team is sending, you know, maybe you need to be, the team needs to be at a certain place to carry out a certain tasks, tasks and so on. So the communication, you know, we cannot, we cannot really emphasize the importance of good communication. Right. So communication increases connection, which leads to better understanding. It could be understanding of the people. It could be understanding of the tasks, which also results in effectiveness, greater effectiveness in carrying out the tasks. Okay. So let's, now let's take some time. Maybe, you know, if you have any questions, if you have anything to share on this checklist or generally about the team itself, maybe you can talk about this. Any questions before we go on to the next one? Maybe you can share your experience, good, bad and ugly, working with teams or maybe you were part of a team and maybe the certain, the learnings can be okay. How not to do it? No, that's a learning also, right? So yeah, it can, I think it'd be good if you can share one or two experiences. That'll also be, yeah, yeah. One lesson, Chaitanya. Okay. So this, during one of our outreaches, singing as a team in, I think it was in one apartment complex when we went to get our outreach. So the set was supposed to be led by another person. I was supposed to be a backup singer and please guitar. But the scenario was a little interesting in sense, people were very enthusiastic in that way. They wanted to dance and they wanted to move around. And I think it was not in that much of an energy level. Then for a moment, I thought that I think I should step in and I stepped in but I then later realized that I was overstepping. Then I spoke to the leader again saying that, sorry, I was not supposed to do this. And always to give the leader that freedom to lead the team, I learned that on that. Okay. Yeah. So once that, yeah, someone else. Yeah, Lubeika, please go ahead. Thanks. Thanks, John, for sharing that. First, I have been a leader in school, head teachership and being a principal for like, but some of the things that have very hard in leadership is for money, which is you can, you see a house can have a budget or a building can have a budget and once you have the money, it's over. But when it comes to people management, it is literally very, very, very hard. But some of the insight that I've developed along the years, it all starts with the recruitment, who you bring onto the team. Usually, much as qualification is very important, but I value character, I value the heart of the person, I value those unseen things that can't be written on the paper in a pattern if I look onto this qualification. But two, when they come onto the team, we usually do vigorous training before they join, vigorous training for them to really understand the mission, the vision, the goals, the core values, expectations of them. And then another thing I think, which is also very important, I'm just talking from my experience is providing them with tools, what they need to use in order to do their work. And then provide them with time, but another important thing is monitoring and supervision. I'm sorry, can you repeat that please? The last one? And evaluation. Because even if somebody is so good, somebody is so experienced, once you take usually eyes off them, they usually do whatever they want. And in my country here, we have what we call performance contracts, but I know we coped it from that side. Before the year begins, or before a given session begins, we should know what are their goals, what are they going to achieve. And we should always have what we call midterm alignment, coming back within the course of the time to ask them where they are reaching. I wouldn't say that, but let me stop there. Thank you. Thank you so much for saying that. Very true to resource the team, to make sure that they know what we are doing, they make sure that they have the tools. Yes, of course. Thank you. Anyone else? There's nothing so exciting as working with a team, it's very enriching, exciting to when the team is functioning well, it's doing well. It brings a sense of camaraderie and fellowship and growing and knowing each other in the team. It's wonderful and everything is going well and so one needs to really work towards that. So the next thing that we're going to look at is about building the team, which is putting together a great team, building a team. Now, everyone who is a leader, maybe is someone who's leading an organization, everybody understands that yes, it's the people who make the difference, but it's the people who are, you might have a great product, it might be a technological wonder, it could be an app, it could be whatever, a service that is being provided and so on, it could be. But building the team is as important as building the product. That's what Bob Taylor says, founder of Taylor Guitars, one of the, you have many good guitars and great guitars and Taylor Guitars handcrafted and so on. So they make sure that there's minimal or zero defect in each of the guitars that they put out and a high level of excellence and so on. So he says it's a lot goes into bringing out a great product like a Taylor Guitars, but the team that you build, the people who are actually behind the product, that is, they are as important as the product itself, because they are the ones who actually make a difference and they are the ones who are bringing in the creativity, the ideas and the actual work that is required and so on. So building the team. So to build a great team, like what Lubega was saying just now, he's talking about, okay, we need to have the right people. It's good to have a good process to recruit. So we can do one of two things. We can either recruit the right people in order to build a great team. And sometimes we don't have that luxury. We have, maybe the team was handed over to us. We didn't do the recruiting, but we came in to lead the team that was already there in place. So now maybe, now you're there to lead a team and we need to do the task of building this team. So what do we do? We develop the people who are already in the team, develop the team that we already have, develop the people in the team. So we either recruit the right people or we develop the people whom we already have. So while building a team, well, we need to focus on each and every member of the team and each and every person who's there to build them up. But we need to remember that first and foremost, it starts with us. The team builder himself or herself, it starts with me where I improve myself. Many times we focus on improving others. What is it that the other person need to do? What are the things that they need to avoid doing? What are the things that need to actually doing? While first and foremost, we focus on what is it that I need to bring to the table and what is it that I need to contribute? What is it that I need to stop doing? And what is it that I need to do in a greater measure? It starts with me because if I change, then I bring change into the team. If I change and if I add value, then I can bring that value. I can add value to the team. I can contribute to the team. So while we know that a team is made of individuals working together for a common goal, so if each individual is brought to a higher level of functioning, we bring that change into that every individual, then they're able to work together and bring about then the synergy that is brought about by high functioning individuals, results in a high functioning team with a great output. So let's look at some of these qualities. What are these qualities that are required of a typical team player? So like we said, if you're recruiting, we look for these qualities. If the team is already there, then we develop these qualities in the people that we have. So how can I develop these qualities in the people? How can I do that? Again, the first step starts with me. The first step starts with us. So we make sure that we have these qualities ourselves. So while we go through this list of qualities and we say, okay, I want to see this in the person, I want to bring this, build this in the other person, the most important thing is to see whether we have it ourselves and whether we are following it ourselves, whether we have these qualities ourselves, whether we have developed ourselves, honed these abilities ourselves, so that we can model it, but we can be an example and model it consistently, be an example consistently, to be a consistent example of these qualities. When we model that, when we live it out, then we can also teach because if there is a disconnect between what we are teaching and what we are expecting from the team and what we do ourselves, if there's a disconnect between what we model and what we teach, then it's a very confused message that's going out which shows the team that this person is not actually serious and this person is not serious about this, so much so that they don't want it in their own lives, but they want to see it in their lives of the team, in the functioning of the team. So it's not important for them, but they're saying it's important for me. So it's a very very hypocritical message that goes out. It's a two-faced thing that goes out. So and it doesn't carry strength, it doesn't carry value, it's inauthentic. So if we model these values, if we model these qualities and if people see it in our lives, even before they hear it from us, then the acceptance and the desire to want it in their own lives is there. So one of the things that we look at, when we look at the epistles of Paul, we see First and Second Timothy, where he's talking about the qualities of overseers, of bishops, basically people who are spiritual leaders. So we see that there's always an emphasis of character. We've seen it over and over again. There's an emphasis of character and it doesn't mean that he doesn't emphasize ability, but there is always emphasis of valuing and placing character over and above ability. Well, what Paul does mention, and if you look at First Timothy chapter three, he does mention, well, this is all these things that the person must be having. And you look at all those, that entire list, you see that he's listing out a lot of things that have to do with character, blameless, temperate, sober-minded, good behavior, hospitable, so everything to do with character. Then he also lists down, he mentions one thing, ability, able to each, able to each. Then again, another ability, one who rules his own house well, having his children and submission with all. So there is this ability, aspect of ability also, but it's going together with character. And from what we see, we see that character is given a higher weightage, because that is something that's going to take time to develop, skill can be learned, skill can be honed in a shorter time. Maybe character is really built over a period of time, and no one else can do that for that person. They have to do it themselves. Okay, so let's look at some of these things. Okay, we probably will start with this, and then we'll go over later. First thing is that adaptable, the team member has to have the quality of adaptability. So this is what says, if I don't change for the sake of the team, then the team may change me. What does it mean? It means that if I don't adapt, then that means that I have, it might come to a place where I don't have a place in the team, that the team may change me. So what does it mean to be adaptable? To be able to evaluate strength, resources, to come up with new ideas, and to be able to change, quickly change and adapt oneself, maybe change according to strategies, and change when it comes to facing challenges with different strategies, and finding solutions, and so on, to be adaptable. So it's the opposite of being very rigid. See, we need to have a stand. We need to be strong and rigid when it comes to values, when it comes to truth, when it comes to ethics, when it comes to morals, there's no compromise on that. But when we're talking about adaptability, we're talking about, in order to face difficulties, in order to bring changes, in order to bring about changes, there needs to be an adaptability. It cannot be, this is how we have always done, and this is how we will continue to do, or this is what we are comfortable with. So this is how we will proceed further. Being blind to what is happening in the environment, how quickly things are advancing, things are changing with regard to technology, with regard to even the attitude of people, mindsets of people. If we don't adapt as a team, as an organization, then we are going to be irrelevant. So adaptability to the changing environment, to the changing challenges is very important. So since that is required of an organization, this is required of a team, required of people, individuals in the team and the organization. Okay, so we'll stop here and then we'll look at more on this. It's interesting as we go through this, these qualities. Right, thank you. We'll meet again in the next class. God bless. Bye-bye.