Hello everybody. Welcome back to another AI video. In this one, I'm going to show you how to turn a video into a painting. There are a lot of Photoshop tutorials and Adobe Illustrator tutorials, even I've made some that show you how to turn an image into a painting. What if you can now turn a video into a painting? Yes, you can. Let me show you here. When I hit the play button on this, you're going to see this lady walking through what looks to be a Picasso painting. And if you look carefully at the painting, you're going to see the eyes and all the strange things that Picasso was known for. Well, let's look at the original video and you're going to see how amazing this is. Here's the original video. It's a lady walking through a field. That's it. That video got turned into this Picasso painting. Let me show you how to do it. And it's not just Picasso. It's Picasso, Van Gogh, Monet, Cezanne, Paula, Kandinsky. They're all these artists are in here and more are coming. Okay, let's go from scratch. First step, we're going to go here. We're going to go to runwayml.com. Right here, I'll put a link in the description below. If you don't have an account, just click on sign up. It is free. And if you do have an account, click on login. Once you're logged in, you're going to see this screen here on the left side is where you would normally expect to work, but we're actually working in the laboratory. That's right. We're going to the machine learning laboratory. And now you get a click on the icon here. And when you do that underneath update plan, you're going to see ML lab. This is where all the fancy stuff is. Click on that. And you're going to open up this screen here. When you get this far, you now want to click on stylization. And real quick scan will show you Monet, Picasso, Van Gogh, anime filter. I did a video on anime. That's really, really good too, by the way. Check it out. It's right before this one. Kandinsky, Pollock, etc, etc. I'm going to go ahead and click on, I don't know what you want to do. You want to do Monet? I already want to do Van Gogh. Actually, you know what? I think I want to do Van Gogh. Yeah, let's do Van Gogh. Okay. So I clicked on Van Gogh and you're going to see this here. The next step is you want to click on export images and videos. When you do that, you're going to get this screen and it allows you to drag and drop your video that you want to convert. I'm going to click on the finder here. And I'm going to grab, I don't know, let's see where do I have it in my movie section. I'm going to grab a really dull video. I'm going to drop it right here. And the reason why I'm picking this really dull, boring, uncolor corrected, overcast, yucky video is because I want to show you just how good this tool is. If it could take a poorly shot video like this and turn it into a painting, it's impressive in my opinion. So there we go. We dragged and dropped it in. Now make sure that image is switched over to video. And now this will automatically select the frame size, the format. This is all good. You can turn the audio on or off. It's going to tell me that this is only a three second video because longer videos take a long time to process. And then you can even estimate the cost. I'm just going to use the 50 cents. It's 50 cents for this video. Normally, I would create a much longer video and it would still only cost like 50 cents, but I just want to show you the technique. I don't really care about the 50 cents. So the next step is I'm going to hit export video. And when it's done, I'm going to come back and show you what we got. All right, everybody. So this is the video that you get. It's not great, but it's not too bad. You click on it, you get that Van Gogh-y look. But if we go back into my finder, let me just show you a few other examples. I've got, of course, the Picasso one that did an amazing job. But you've also got this one here. This is kind of like Cezanne. You can get the Monet type style. Let's see here. Yeah, this is a different type of style. Just this type of thing. You can even get this one here, which is a anime type style, if you really want to go for it. But all in all, you can create art out of video now. That's how you do it. Thanks for watching.


I think we will start even those people are still coming in. Today we have a very good topic again, I would say, and it's nice to see so many familiar faces and also some new faces. So I think I just will hand over the word to Linus Kronevik, who is from working together with Martin Berg at the wireless car, which is a very interesting organization as well. Thank you, Ingella. Yeah, right. My name is Linus Kronevik. And working at the wireless car, that is a super interesting company, just like you said. We are very, very short. We work with helping the automotive industry, or let's say car makers, primarily, into the digital society. We enable safe, smart and sustainable mobility. So this could typically mean like how we are connecting actually cars to the cloud, which enables super smart services for customers like how you can unlock your car, like from your your your phone, etc, etc. A lot can be said about that. But that should be another topic. But wireless car, yeah, we have been around for quite some time. And today we'll really dig into how we work with the team development. And maybe I should say something there. I mean, I think something that is super interesting with also wireless car is as a basis that we won't talk that much about today. But it is actually the culture. So if I should bring up one really, really good thing with wireless car, it is our culture, which we build everything upon. So just bring that with you into what we are also going to talk about when we come to to talk about team development. So what I'm doing, I'm working both with team development and part of the team development crew being also the lead driver for that. That was actually why I came to wireless car to actually work with and develop how we work with team development. But I'm a part of a crew, we'll touch upon that later, but also work in a way of working team. And that's another leg in my what I'm doing at wireless car. So Martin. Yep. Hello, everyone. Martin Bay is my name. I'm from adult people, of course, but I support here at wireless car within the team development crew. And I also support the wireless car in different organizational change that is needed in the organization. But we don't have to stay too much on me. So let's go. Ingela. Yeah, I just wanted to say that we will give this presentation and then afterwards we will give it will be an opportunity to ask questions so you can do that by raising your hand or using the chat and you can place questions in the chat during the presentation as well. Yeah. Okay. Thank you for saying that. So of course, yes, everyone is welcome to ask questions in the chat. And then if Ingela feels that there's something that needs clarification during our talk, she will raise that and make sure that we support you in this. But we will want to save the questions until after just to have seen the full presentation first. So let's take you on our journey. It started before Linus actually joined wireless car and it's been ongoing, of course, in the team in the organization for a long time. We want team to be developing. So and I think most of you have seen these teams, the team that once upon a time you've seen it, the team that are highly productive, they are very focused, and they are nice to be around. They produce value and they support each other and they support the surrounding organization also in order to do things. They finish both boring things and fun things. We want this team, the team that supports everyone. And our vision, of course, is to make sure that we have all of these teams are like this, that they support each other and they support the surrounding. But as most of you have seen, not all teams are like that. And that's because all teams are on a journey. Some teams have managed to get to a space where they have high effectiveness and efficiency and they support each other. Yet some others are on the road there. They support each other and they go there. They build the foundation of where they want to be and how they should work together in order to reach the target where they want to be. Yet other teams, they are on a place where they are more unsecured. They don't really know where they are supposed to go. Maybe they argue a lot. Maybe they feel confused. Maybe they're even fighting internally. We see those teams also. And we also see the teams that are very leader dependent, that can't make things going unless they get support from someone to dive and support them in their direction. And we have all of these teams in all organizations. So in reality, it looks something like this maybe. One problem that we see in the agile context is that agility more or less assumes that all teams are in this position in the organization. Most frameworks, I would be blunt to say maybe, but they sort of assumes that teams are here where they are highly productive and supporting each other and have a good structure and behaviors that is supporting the team to produce value. Or even leaders, let's build a new team so that we can do productive things because we need this. And then we implement the team and the team doesn't start there. They start in on the left side somewhere and they need to go on that journey, all of them. So in some way or another, we in the wireless car want to build a framework or a structure that supports the team to do this journey as quickly as possible and as safe as possible. Right, Linus? Exactly. So this is something that we have actually talked about this quite a lot actually. I mean, we have been at several companies and we have seen kind of the same patterns that sometimes it feels like we're kind of leaving teams alone in some sense, where they need to manage on their own. Sure, that can be supported around, but is it enough? And that's where we think that maybe not and wanted to try something else. So if we take next on that, to give this kind of surrounding support, not in the controlling way, of course, but in the supporting way, right, to give the right amount and we will touch upon it a little bit more. And this is so important, I think also especially when we have teams like in our context at wireless car, more or less none of our team can actually work on completely on their own. They're a part of a context. They need to collaborate with others, like we sometimes call it like in the scaled context, right? So that means we need to collaborate with other teams. Teams need to collaborate with others, but also we need to collaborate tightly with the customer in our case, right? So this is so important. And this is the place in the teams that is really where things are happening. I'm not sure how well you know about software industry and how to make that, but I mean, in these teams, that's really where we are coding. That is really where things are happening, where we are maintaining our services. I touched upon the example before, like how you can unlock your car from your phone. These are the heroes that make that that works every day. And you can think that if you have implemented it once, will it want it to stay like that? Yeah, but it needs to stay safe so that no one can hack it, etc, etc, etc. That is super important. So we need to take care of that over time also. So this is really where things are happening in an organization like ours. So if we take next slide, we think that putting the teams in center really to really enable to have these well-being teams, because like I just said, this is where things are happening. So we need to make this environment really, really good, right? So we have these well-being teams so that people also want to be a part of this. So we have these well-being individuals, because the team is of course built up by individuals. It's of course, it's obvious for sure, but it's so important to think about. And this is also what builds up a well-being company that actually can make our customers awesome in the end. So we can just take next step. If we, I'm thinking about a little bit like developing this support that we talked about. So if we think about where we started out, I touched upon just before we had these teams and in quite many of our teams, we had a squad master working together with the team, not all teams actually. Some years ago it started to become more and more common that we have that dedicated squad masters for our development teams. And you could think like, yeah, but like I touched upon before, isn't this enough? And actually what we have discovered, like I said before, in quite many cases, it's actually quite troublesome. And both Martin and I, we have been in this role. It's quite challenging. And I think that if you have been in that role, it is actually quite hard to make it work and to make it work in the bigger picture in the larger context. So what we did and tried out, and this was really trying things out. So if we take next slide, please, was to create this kind of cross-functional supporting team that we call at Wireless Car, we call it Team Development Crew. And the whole idea is here to not take over any of the responsibilities. We are very, very actually clear about that. We are not taking over anything from like a squad master or any other roles or developers in a team, but we want to give the support that they need. So we have actually set up the purpose of this crew is that we want to support our growing organization in building this environment where teams and people can thrive and feels motivated to deliver the highest value to our end customers. And that I think is so important there that we create environment where people and both teams and people can thrive. So this is a truly cross-functional team. So we brought together people from people and culture. We brought the people from line management. We line managers. We brought in squad masters, of course. We had people from like way of working area, the ones building like the framework of how we work and such. And what we do then is that we are working on like coaching and individuals, building up the different tools. And there, Martin, you will talk a little bit more about one of our tools. Yes. So one of the tools that we started on with, quite early, actually tried out before the team development crew was even initiated was the GDQ. I will talk about the GDQ, what it is and what it comes from. But it's a tool that support us and the support team in order to be able to understanding what they are doing. Maybe a few of you have heard about it. So what we did in order to test and verify that this is a valuable tool for us was that we first had a few tests and runs with different teams to see if it works. And then we decided to do a proof of concept to verify that we can actually follow it and use the process in a good way. And when we had that in place, we have as of now done, I think 100 GDQs with the teams. Some of them have done it four times and some of them have done it once and so forth. I will talk about what it is now. So GDQ stands for group development questionnaire. It's a tool to identify team stages and give support to the team. So the team can fill in this form for themselves to understand what stage a team is in or their team is in. And it also gives them a subscale analysis of things that could be interesting to focus on for a team to develop further. Okay, I'm talking about team stages and you probably have heard about forming, storming, norming, performing. We are sort of talking about that, but we are talking about the integrated model of group development, which is the tool or the model that we decided to use as our base model for team development at Wireless Car. It's been developed by Susan Whelan in the early 1990s. And as it says, integrated model of group development. So it integrates previous theories and models and verifies that they are true. So Bruce Hackman's model, forming, norming, storming, performing in different orders. She confirms that that is there and then she makes, made a bit of a modification to them, you can say so that they are more true to the point. I will talk a bit about these stages for you so that you have a better understanding of what we are supporting. So what if I take you through the different stages here, the first one is called dependence and inclusion. That's where the team are new or the perspective of the team is new in some way or another. And in that space, the team is quite unsecure what they need and what they should have and where they are supposed to go. So we are very lead dependent in that situation. We also call it the honeymoon sometimes because the team feels very happy in this space. They feel that they are producing value and they are doing things most of the time, but at some point the team starts to feel safe together because we are in this stage one, in Sweden we call it fika time. People are happy interacting, talking, but that's because we want to get to know each other in a better way. We want to learn what type of levels we should put ourselves on in order to be able to later on then, unknowingly most of the time, start to challenge behaviors and structures. And that's why we enter stage two because then we have enough trust on ourselves and the psychological safety is on a high enough level for the team to start to have a counter dependency to each other and start to fight in different sense. So that is when you start to feel like the way that we are doing things in this team is not the best, I think. I have my feeling and I want to share that with the group and that's where it could start to go bad if we don't have a good behavior there. But if the team and when the team manage to get out of that, they have formed the platform of how this team works together. We will have our roles, we have our structures, what we want to achieve and we have a good way of handling different type of conflicts, different opinions about how to solve things. And that's where we are, then we are in stage three, which is called trust and structure. And what we can see in research is that that's where the team starts to produce a lot of much more value. And we can see that from the graph on the bottom here that stage one team, yeah, they are often perceiving themselves at least to be quite productive. And I think it's because that they have a strong leadership most of the time, so that someone is helping them to move forward in a direction that's important. But then when they enter stage two, the team needs to go much more inwards, have conflicts, have discussions, how do we solve things? And of course, productivity goes down. They also perceive that they are less productive in that stage. And then, as you can see in the curve stage three, the team grows, they feel productive, they know what to do, they want to support each other in the best way. And in stage four, of course, that's even more so, which is why it's called work and productivity. But okay, now we've been talking about teams, but what is the team leaders? Yeah, you could think like, isn't that very obvious, right? But when we started to dig into this a little bit in more structured manner, we actually thought that this is actually quite important to actually be able to answer that question. So this is our answer in our context at Wireless Car. We came up with this, that the team is a group of people who combine their effort and knowledge to fulfill a common purpose. That is what it is. And if we look into what makes it a team, it is that they have this formal team purpose. They consist of three or more people. And we have a clear team membership. So it's not that like we are switching out people every week. Then I think we should maybe call it like a meeting or something like that, or a community of practice maybe, or something like that. That is not what we call a team, at least. So could it become a team? Yeah, it could. But yeah, so it's just to try to frame it a little bit. And that was one of our learnings, like, okay, we actually need to talk about, but because that question comes up quite often, actually, are these people really a team? And maybe we should say that also here, when we talk about teams at Wireless Car, we are not only talking about development teams. That's maybe the most obvious. I saw there were a question, how many, and maybe someone answered it for us. But I think we actually think about all also the ones that are working in supporting function functions also at Wireless Car. So it could really differs what it is. But maybe it's not the gross part of the team are, of course, development teams. They are, I think, 70 or 80% of all the teams in the organization. Yeah, something like that. So we're around like 50, 60 development team, and then we have like a 10, 15 more. So I think when you talked about GDQ, I think we have met up with at least 60 unique teams now, and then around 100, like you said, sessions with those. So like you said, we have met several of them, we have met several times in this structured way. Right. So looking into another area, how we do and create this support is that we have built up a toolbox that we call Team Development Toolbox. Easy as that. So what is that? It contains a lot of exercises, workshops and guides. And we have stolen a lot from maybe you have been part of creating some of it. I don't know. We have taken it from everywhere. But like from if you have looked into like liberating structure, it could be from sociocracy, management 3.0, etc, etc. All kind of tools or practices, exercises, etc, etc. And then we have tried to tailor it to fit into our context to make it super easy to bring in. It could be, if I take one example, liberating structure have a great, if you haven't tried it, they have a great exercise or workshop that is called Purpose to Practice, that really helps a team nailing quite a lot of the parts that we have been talking about and we'll touch upon. That is great. So we have taken into our context, tried to tailor it a little bit to make it super easy. But also how we can help out with, it could be that someone have tried out this and learned how to run it, then we can have people supporting each other in doing this in different ways. That's like the way that I talked about before, not taking away like responsibility from like a scrum of stuff. How can we connect people to help out each other and like with the tools or tips, ideas, tricks, and so on. But we have also tried to connect this to the different stages. So what kind of workshop could you to use in different stages and so on to give some more guidance there? And then we try to help out as much as we can. It could be a team that are, let's say that they are quite a lot into maybe having conflicts, etc. It can be so nice to have a third party stepping in to facilitate such sessions. And it could really help out sorting out those questions because you are actually, when you are a part of it, it's quite hard to actually facilitate really great sessions there. So yeah, that was shortly about that. One thing that I can add there is that it's a collaboratively built, so it's not just we in the team development crew that add tools here, but scrum masters and others are supporting us in developing things there. And we are of course supporting them in order to be able to map them to the integrated model of group development and we're doing it collaboratively. And it's growing daily or weekly with new things and people also add themselves to. I know how I tried this one. So then people can know that they can reach out to that person to get support about their perspective of how to use the tool. The growing and evolving, changing and being tailored all the time. Now we're going to look into what it can look like in reality. So if we take the next slide there. And Martin, this is actually a team that you have met up with, right? Yep, this is a team that I've been working with. And maybe some people here in the group also recognize this team. I think I've been working closely together with a scrum master in doing this and supporting this team. So what we see here is actually three different gdqs. So from the left, we had a gdq that was done in November 2021 and then in June 2022, the one in the middle and then in December 2022. What we can see here from the graphs could be hard to know if you're not familiar with gdq and how they present the data. But what you see here in the first graph is that the team is a stage one team. And then they go into in June here, the team. What we can see here also what we need to confirm together with the team of course in our workshops is that this team is starting to enter stage two. That is what we can see from the graphs there. And then in December 2022, the graphs clearly indicates that the team is now in a stage four. They view themselves to be there. So this is a good example of how we use the tool to support the scrum master and the team to move in the different stages of development. And for the background of it, of course, there are challenges both within the team, in the technical surrounding that was in the team of how to approach those things. And I remember when I met the team on the work or something like that in the company, they were so happy. I met them around there December 2022 or right after. And they talked about some key events that had happened that made it impossible for them to even do this turnover, which I identified as the steps when they moved from stage two into stage three. And so it's great to see a team that has managed to get to that space because everyone in teams that are in stage three and four are much more happier and well-being because they feel that they produce value and they have a purpose of why they are supposed to be there. So it's very nice to be close to teams when they manage to get there. On the productivity level, we can also see the change. So it's the bottom graphs. And actually the first column is the interesting one because that's the self-evaluated productivity measurement for the team. They rate themselves from one to four. How productive are we? And you can see it continues to rise. And of course the team could still feel even more productive. So I hope that we will do a GDQ for this team soon because we aim to do it once every half year. But we don't know if we said that, but this is voluntarily. All teams sign up for this voluntarily. We don't push this to teams. They ask for it. We ask them if they're interested. If they are not, they can do that, of course. They don't have to do the GDQ, which we feel is very important. Still, we have managed to get 100 teams to do it. Some parts ask the teams to do it more thoroughly, but we do never ask that. So you could feel like you got a lot of data here. But really the key takeaway here is that you see that the ID is here to really work with it in a structured manner, where we really try to nail the areas also. Because inside these pillars that you see and the data, behind that we can actually see what we need to work on more. So that could be like that we identify an area that we really need to work more on. Like how can we have like constructive conflicts, right? To be able to bring up topics, to discuss it, and to be like come to a decision to move forward, etc. etc. And that is what we need to work on. To be very precise in that and this structure manner where we're really following up, coming back to it, looking at the trends, really try to understand the whole situation for the team also. And that I would say is really the key here, and that we want you to just see how we work with it in a very structured manner. Hope that shines through. Yeah, now this team is the Stage 4 team and of course they don't need a Scrum Master anymore. No, just kidding. Yeah, it's important. I've been in Stage 4 teams and supporting them and they need a Scrum Master just as much as any other team do. Yeah, and they need someone that continues to support and challenge them. Yeah, and Martin, like that is also something that we have seen sometimes. Maybe you have heard it in some, I have heard it in a couple of organizations. Like if we can just move all the teams to be like high performing, then we don't need these supporting functions anymore. We can remove them. And that is just basically not true because we are also just from the fact that we are change is a fact. It's happening all the time. Things are changing, customers are changing, people are changing, right? People comes, people leave. And we need to work on this continuously. Nothing is static. It sounds obvious when you say it, but sometimes we tend to not remember that, that these kind of things are really something you need to work on continuously. Maybe we should move on into a couple of learnings. So that was actually one of the learnings that you saw there to work really in this kind of structured way with this to get these kind of results. It comes from quite hard work, actually, behind that slide that you just saw. Another one that we have identified, and this could, we are not saying that this could be in general like that for all companies, but I have seen it before at other companies. And at wireless car, we have seen this, that actually when we started to look at this and have met up with quite many teams, we saw actually a pattern where we saw that quite many teams actually had quite unclear purpose. And you could think like, how can that be that you are developing stuff like on daily basis, you're developing code and don't know the purpose? Yeah, but that was actually a problem that we quite often heard, like the purpose that people answered about their team were that they said like, yeah, the purpose is to develop stuff. But that is not enough. When we look into this, we want more, we want to know the direction. So it's not just about completing tasks. It's about where we are heading, what direction we have in the team. And that is so important to nail that area. And that's also why we also saw that into the definition of the team, right? That we have a common formal purpose. Everything starts there more or less. Because that is really what makes us a team or set up the need for a team, right? If we don't have that, we actually might not need the team, then we can hand out tasks to individuals. But we don't believe in that. So but if we have it, it creates really creates alignment, because we know what mountain to climb, right? That creates focus. That makes things much easier to when it comes to making decisions in a team or partition that is so hard to make, right? Me and my own team needed to do that just a couple of months. And it's so hard every time when you need to scoop out things that you think is super important. But if you have this clear common purpose, you know where you're heading. It's at least easier, not easy, but easier. And we have seen that this in our context, it really need to be connected to the scaled context of the team really need to be clearly connected. Because sometimes when you work with this in a team, it could be they say that yeah, but this is we cannot affect this. Because it's it's into the larger context. And then you need to work with that context. So that's something we actually also do actively step into coach and help and support in the surrounding that's also into that's supporting arrow. And then we see this connection between like, when you know where you're heading together, it also helps out when it comes to building up the psychological safety so that you feel comfortable in this team. And it really affects each other, right? So it becomes like a positive spiral. So much more could be said about that. But I think we can jump to to next one. Yeah, let us just touch very quickly up on this, this one. And that is about the leadership. And that it need to be a little bit different. Martin has already touched upon it a bit. But this is the old thing we have talked about for for very, very long time, we have talked about situational based leadership, right? And this is just a reminder of that, that we need to tailor our way of addressing teams and people, understanding where the team are, right? So sometimes, you know, we want to be on the right side, right? We want to have this like delegating leadership and so on. But what I have seen many times, if you step in with that approach from day one, when you're forming a team, that might be a little bit confusing to everyone involved, actually, and that people actually ask for a need a little bit more clear and present leadership, but that we also need to make that journey. Me myself, I could just be, take my own example, could sometimes feel a little bit uncomfortable being on the left side, right? In that sense, when it comes to to leading, I want everyone to be involved, I want to delegate, etc. I already want to be on the right side, but sometimes we really need to do this work. And this is not something new to you. You have heard it many, many times, but we really want to connect the dots here. And see that that is needed. But because there could also be a lot of like informal leadership also in a team that you need to work with, then you need to help maybe a technical expert to maybe start delegating, sharing knowledge, etc., etc. So there are so many flavors into this. Something you want to add there, Martin, or shall we jump to next? No, we can we can move to the next one. I think we are pressed in time and I think people might want to have the Q&A also. Yes. Another important part is conflict management. In teams, we need, we have to have conflicts, otherwise it won't work. That's the most important ingredients of any team is to have conflicts, but they need to be constructive. So we don't want any of these two. We don't want the conflict avoiding behavior and we don't want these personal conflicts that assaults to happen. So we try to make use of a model that is from Patrick Lancioni, which is called the conflict continuum. We decided to call it the conflict spectrum instead because, yeah, it could also be a spectrum maybe. So what we talk about and we work with it is that we see that and we try to map it to the team development stages that we've been talking about. So in the artificial harmony on the left side, it's typically a stage one type of team. They avoid conflicts because they don't feel safe. So they need to challenge themselves in order to start to initiate discussions and reflect on things. And, yeah, in stage two, they start to do that and could be that they end up on the right side instead of the destructive personal assaults level. And that is of course the reason why the team are cautious in actually initiating discussions and reflections because they are a bit afraid of what happens if I go too far. Because a team don't know what too far is yet. They need to practice that because it's different in all teams. At Wireless Car we have, I don't know, I don't know, 40 different cultures within the company. So everyone have different ways of handling discussions and conflicts. So conflict management is even more important in our context because we don't know how different cultures manage and work with different types of conflicts. How do we initiate things and talk about that? So the team needs to find their optimal zone. So it's a tuning work that needs to be done and we want to support that behavior and reflections about those things. So we have a different types of exercises also in the team development toolbox to work with this type of approaches also in a cultural perspective. Enough about that I think, Linus, or do you want to add something? Yeah, it's just so important. And we have found that many, many times. And it's really nice when you see a team moving from being on the either side, but really step into having those productive conflicts. And it's always so nice to see that that happens actually in the team, nailing that green area and actually just add on.  This is where we want to be, right? Being able to talk about things in a productive way, right? That is where we, yeah, things really can happen and where we're meeting each other. So yeah, but let's move on. So let's look into a little bit into the horizon, right? So and how we plan to continue our journey. And if we just look into the near future, we are right now, to be very open here, we are looking into identifying and address negative structural behaviors in the organization. This is like, it's not that it's any kind of like catastrophic behaviors, et cetera, et cetera. Like I said in the beginning, we have a really good culture at Wireless Core. But do we have things to work on that we can improve to make the perfect like environment for our teams? Yes, we can. So we want to identify those and work with those in a structured manner also. So that's the bullet one. Next thing is that sometimes we see that maybe it's not, because what we haven't said here is actually, we work actually only on pull bases here. So it's like teams are signing up. We are not forcing any teams to join this and or to be a part of it actually. Every team at Wireless Core is supposed to work on continuous improvements, work on team development, for sure. But they don't need to use. We are not dictating like what tools to use. We have a couple we offer, but they are free to use whatever they like. But what we've seen sometimes is that those stage one and two teams that maybe also have got stuck there, maybe are not the first ones to actually reach out for help either. So there is a little bit of a question for us, like how can we give active support to them and reach out to help them? And the third one is to investigate and try out complementary tools. We have focused quite a lot on this tool that we have talked about today. It's not the only one, but the primary one. So we are a little bit, we are too curious, I would say, to not dig into others. There are a lot of things out there. And if we look into connected to that, look into long term, that would be to even more like build our own tailored model and tools and so on. And where that will take us, we have no idea. But that's something we talked about just a couple of weeks ago in the crew. So I just wanted to share that with you. And maybe you want to team up with us or something like that to create like who knows a bigger community in that and how we can build that. That could be super interesting. Yeah, that was just a couple of glimpses from what we see for the future. So let's hand over to you Ingela and the Q&A. Yeah, great. Really interesting to learn how structured you work with getting the teams to perform together. We have some questions regarding how involved support functions is in your value stream like sales, marketing and other functions. And is it about like in team development or if they are a part of it? Because they are also, we are offering this to, so I will actually meet up with the sales and marketing team in just a couple of weeks to work with that team. But I'm not sure if that was the question, but we offer this to all kind of people. It was your question. Paul, would you like to place your question? Yeah, sure. I'm starting to think about how to, when you're working team-based, so you have like marketing keg and stuff, folks like that would say that you should integrate different kind of functionalities to build like a product team, they were a product manager and stuff like that. This seems like more like a technique, like how you organize development right now. And my question was, how do you organize like the product of the value stream with the different kind of functional because I usually met like development teams are quite keen on organizing like this and then you work like, or like different kind of working structures like more like waterfall or in other functional areas and exposed usually are quite a big conflict and you end up like you, the sales dictate what you do anyways, in some ways, then you end up like semi-structured, trying, but you're not reaching that far, I would say. Martin, where should I go? I mean, I think there were several things here that could we could have another meet up about, I think. But I think if I got you right, I mean, I think like I touched upon here before is that like our teams are into context, so this could also, I mean, it could affect the team like how we have written the contracts with our customers, right? So that affects our teams highly, a lot actually. And also how we set up the whole value stream and we have been working with that at least, I would say with some parts of our organization. And maybe you want to touch upon that, Martin, because you have been involved in those at least. I'm part of talking and reflecting on different types of silos and other things within the organization that exists in all organizations and they should be there. We need the structure, but they have secondary effects like loss, site of value streams and other things, because they normally stream through different types of silos. But it's not connected to team development, crew assignment, even though they are of course connected in the sense that they could block team development. And I think that is what you're after here, Carl. Yeah, yeah, because you're trying really hard to be agile. And then the rest of the organization doesn't really follow along. Yeah, exactly. So it's a structural behavior that needs to be attended to when people need to be aware of that that structural behavior is there. And then we can start to approach it. And there are some problems and challenges that wireless car, as with any organization that we're working with, connected to this. But we are attending to it, that is all I can say. Yeah, exactly. And like I said before, I'm working also in the way of working team. So of course, we are addressing that or also working with that. But if we turn it really to be into the team development area, it's important here that we, like we said before, let the team also understand that they are a part of this context, and that we also need to work with that environment, that context, that is the first thing. But when you talk about that, it could be easy for a team then to say like, yeah, but it's on the outside. It's purely on the outside. So it's someone else that need to make a change. But something here that I found important is also that to let a team understand also that they can actually work on how they tackle this, because the environment will be challenging, and it will continue to be challenging. It is challenging to work in these kind of environments. So then we need to develop our skills as a team, how we address that. Does it make sense? Yeah, I can. I want to add one thing there, because the more empowered the team or the more team developed, the closest to stage three and four they are, the easier I see, it is for them to start to reflect on their context, their external context, and start to approach that. Maybe using the scrum master as their tool to get that change going. So if they feel that they are blocked by product management, because they are dictating things that is not really connected to the reality, but that the team are seeing, they can, when they start to feel that they have power to actually influence and work with that, that they feel that that's part of their purpose to actually do those things, they will start to create, which we see at Wireless Car, they start to create this reach out for connection and boundary spanning between different silos. So that is what we can see. I've seen that at Wireless Car. Thank you for the question. Yes, thank you. Yeah, we have a question from Kevin regarding the support on individual level. Kevin, would you like to raise the question yourself? Yeah, hi folks. You know, really, really, really, really good stuff. And I love the way we know we're sort of progressing just back into my office now. So I'll stop my video here so you can see me. So really, really, really progressive, love the integration of previous theories, et cetera, the tooling side of it and the measurement side. But you know, it's just something we know, and you mentioned yourself at the beginning, is that teams themselves are not an entity in themselves. They are made up of individuals. And we know that some of this conflict behavior, handling conflict, agile working stage four, if you like, all stage type behaviors, different individuals will have different comfort levels with that. So interested about the individual dimension to this and how maybe that has been recognized that not everybody is the same in terms of their comfort and their likes and dislikes about teams and team formation. So just wondering is that the toolkit and development process include and even the measurement process include the individual dimension, not just the team level dimension? Yeah, that's okay, Linus, please. Yeah, the quick answer is that you can look at subgroups in this particular tool that we are talking about here. We are not pointing out individuals, because that's something we don't want to do in this way, because then it becomes too pointy, right, to bring someone out. But if we have two or three more people, we can actually look at that, think a little bit of the same. When we're doing this kind of survey, we can look at that. And that is very, very common to see in different teams. And that's also something that I really like with this GDQ, is that you can see these subgroups. And you can do any analysis on that, because just like you said, people are different. Maybe someone joined in late. Of course, they will feel in a different way than the others that have maybe been in this team for like two or three years, of course. So we need to address it. So I'm not sure if that was a good enough answer to you. No, we can just complement on that, because these subgroups is the way we show these subgroups to the teams when we are after the GDQ in the workshop, where we do together with the team, so that they can be aware of that the team actually have different opinions about the team. So it's not rare to see half of the team or a major part of the team view the team as a stage four team, and another part view it as a stage one or two team. And just being able to visualize that helps the team to see what steps we need to take in order to understand each other better. And usually what we see is that as they progress in the different GDQs, is that they are more aligned on what they want to have. And maybe the one in stage feel that the team is in stage four move back to stage three, and the one other ones. So they are more equal in what they view the team is. And being able to do that helps them to progress further. But to be super clear here, we're never pointing out individuals, so there are never any names on it. We're just looking at that we see differences. Yeah, and I didn't mean that at all. It was more about the supportive side, as you say at the very beginning. It's a recognition of that individual. But that doesn't take away, if I may add there, that doesn't take away of course that we work with individuals and working close to line managers, etc. etc. There can be many, many, many reasons to do that, right. But this is looking at like team behaviors. And that's how we address it. Thank you. Great. Thank you. The clock is ticking. So I think we will do a cut here. There are some questions in the chat regarding conflict resolutions and so on. We can say, Martin, that we will have a podcast follow-up. And then we will build in some of the questions that you have in the chat, which can you say something more about that, Martin? Yeah, I don't know. Your sound is breaking up. I don't know if it's just for me or others, but I can repeat what I think you said, at least. And that is that during next week or so, me and Linus and David will record a podcast as a follow-up to this presentation. And we will bring the questions that we did not manage to answer during this time period here into that podcast. And we will propose that in the different forums so that you can reach out and see that when you want to follow up. And of course, if you want to, you can of course contact any one of us, Linus or me on LinkedIn, if you have specific questions or thoughts that you would like to soundboard or reflect on. Great. Then I think we say thank you for today. Thanks for joining. We have already planned a new stories from reality. In May, it will be about value on all levels, how you can use it in work, but also in your personal life to get harmony in your life and working life. So great. Thank you to Martin and Linus. It was really, really interesting to learn how you work with teams. And that you also have a continuous plan for the next coming stage. So again, thanks for today.


Welcome to Tick Mill Weekly Market Outlook for week commencing the 20th of January with me, Patrick Munley. In the US, it's a fairly quiet week on the data fronts. December US existing home sales on Wednesday should not materially change or impact the dollar trading. Rising speculation about possible US tax cuts might be seen as marginally positive for the US dollar versus low yielders like the Euro. As it would benefit the dollar in two ways, one on improved growth channel and secondly on further reduction of the odds of the Federal Reserve cutting rates this year, which is almost fully priced. From a technical perspective, the dollar index pulled back as anticipated and tested the pivot confidence of the weekly, monthly and yearly pivot at the 97 level by a step in on Thursday, followed through on Friday. In our testing trend line resistance above here we have some symmetry swing resistance and the monthly R1 all sighted at 97.80. I'm looking for sellers to emerge in this area looking for bearish reversal patterns. We've also got some momentum sentiment divergence developing. So if we get some bearish reversal candles in and around this 97.80, 98 area, that would be an opportunity area to step into short positions. However, if we don't see any participation on the sell side of these levels, look for a push through and a move up to test towards the 98, 40, 98, 50 level. Also we're talking about the dollar. Let's check in with Gold. Gold had pulled back as anticipated from the short reversal scene last week as we tested up into our target zone. We've seen consolidation throughout last week with bids supporting back on a retest from above at the monthly R1 level at 1545 to 1540. I do note here the confidence we're seeing in terms of similarity in price action. I highlighted in my chart of the day, towards the back end of last year, similarity in the price action we saw in Gold, the breakout consolidation. We could be replicating the consolidation phase we saw back in the early summer here and if that is the case, I look for a topside break, a retest of the prior spike highs at that 1610 area push up towards the yearly R1 at 1630, where I would then anticipate we see some consolidation potentially similar to that, which we saw throughout the mid to late summer. However, if we fail to hold the 1537 area, 1535, look for a move back to test, sending trendline support back down towards 1500. In Canada next week, the Bank of Canada meets immediately after they released December CPI readings, which should continue to indicate that inflation remains on targets. While the bank is unlikely to change its current stance while in better than expected labour market data, traders will be keen to look at any change in the monetary policy report outlook to assess the possibility of a cut in the coming months. Markets are still somewhat unconvinced of this probability of BOC easing, but we could see some correction as soon as next week if the monetary policy report forecasts signal a less upbeat term for the economic outlook. From a technical perspective, the Canadian dollar staged a recovery from the 12950 support highlighted in last week's outlook, and we trade up now towards the resistance, the monthly pivot, 13080. Whilst we don't see a close above 13080, I see the potential for another leg of downside ultimately to test down towards the 129. However, if we do get a close above the 131 level, this would suggest further upside corrective patterns, which should see us testing the 130192 to 132 area next week. The European Central Bank meeting is the highlight next week in the Eurozone. They meet on Thursday, but it should probably be a non-event. No new economic projections are published, and the Board's assessment is unlikely to change compared to the December outlook. While the ECB's strategic review is set to begin soon, it won't be completed until the year ends, and in the meantime the narrative is unlikely to change, hence a fairly limited impact on the Euro, stemming from this meeting. As for the January Eurozone PMIs that are released on Friday, look for some modest improvement there, though the manufacturing PMIs should remain in contractionary territory. Still stabilizing modestly, improving Eurozone's PMI fit the current ECB outlook for stability and hopes for a rebound. From a technical perspective, the Eurodollar held the resistance area that we identified at this 111.50, 111.70 area, and sellers did step in. I'm now looking for some follow-through to seven tests of the ascending trendline support here down towards this 110.50, 110.40, 110.60 area. I'll be watching closely to see if we can get some bullish reversals in and around here to play for another leg of corrected upside in the Eurodollar. However, if we don't find support, we don't see those bullish reversal patterns emerge in this zone, I'll be looking for a move down to retest support towards 110, the figure. While we're talking about the Euro, let's check in with the DAX. The DAX continue to trade higher as anticipated, and we are now just coming shy of the target zone at the 13,658th area, a long-awaited target I've been highlighting. I've been looking for a test up into this area, and then I see the potential for a symmetry swing correction which should see us trade back down towards support at the 13,000 level. If buyers reemerge at this 13,000, then I think we have a clear path towards a retest of the swing highs, which are likely to be in this 13,600 area, en route to a test of yearly R1 up towards 14,250. In the UK, a stream of disappointing data has confirmed the NPC's concerns and sharply increased the odds of a rate cut, both November's UK employment data on Tuesday and January's PMIs, which are released on Friday, will be crucial factors to watch this week. A downside surprise or signs that the data is not improving would likely cement market expectations of a cut to come imminently. However, the market has already penciled in this move and its base case, about a 70% probability, is looking for another partial cut in the remainder of the year. This suggests that the downside to sterling may be limited from here. Indeed, disappointing retail sales for December sparked only a muted reaction in the currency on Friday, although we did close at the lows. So let's just take a look at the technical picture here, expecting the close we saw on Friday to see some follow through earlier the week. Look for a retest here of the yearly pivot down towards the 129 area. The potential is that buyers will step in here and if they do, we could then see a recovery backup to test range resistance now on 32. However, if we fail to see these bullish reversal patterns emerge in this support zone, look for a test of ascending trendline support down towards 128. The Bank of Japan will announce policy on Tuesday, but the potential for surprise appears to be low. With no military ammunition left to support the economy, BOJ Governor Karoda will have to be content with $120 billion of fiscal spending announced in December to soften the impact of the recent consumption tax hike. CPI numbers out on Thursday may show marginal advance, but it's unlikely to lift the depressed Japanese rates environment. From the technical perspective, Dolien has been supported this week with the risk environments and risk sentiment also on the front foot. Now looking for a test of this equidistant swing target at the 11045 with ascending trendline resistance up towards 11060. I'll be watching closely this area. We've got some momentum and sentiment divergence developing. If we see the bearish reversal patterns close below the near term V-MAP will all be potential signals for me to do something on the short side in the Dolien, certainly targeting a retest of the breakout level towards the 10960 to 10950. If we don't see the anticipated offers developing this 11040 to 11060 area, then I'll be looking for a push higher as an extended drive really to test the 111 and 11150 area. Finally, down under in Australia, domestic drivers are likely to really be directing the trading this week. Although stabilizing risk sentiment of a supportive underlying narrative to the Aussie dollar focus will be on employment days for December, which is out overnight on Wednesday and Thursday, early Thursday morning, European time zone. The markets increasingly torn around the prospect of another rate cut in the next few months. Certainly, the bushfire emergency is likely offering additional support to RBI action. However, market watches will be keenly watching the employment data as that has been the key driver for the RBA in the recent meetings. Market watches are anticipating an inline with consensus rating, so employment held at 5.2% in December, with the employment change slowing to 11,000. But obviously there are significant downside risks related to the bushfire crisis on a relative basis, much higher than its peers in the commodity block the Canadian dollar or the Kiwi dollar. The portion is warranted on the data. From a technical perspective, the Australian dollar, Tesla monthly pivot sellers stepped in, closed below the near term VWAP and we saw a follow through selling on Friday. I'll be looking for a retest now of the 6840 sport area and then into the 6820 ascended trend line support. If we can get some bullish reversal patterns here, once again I would be prepared to step in on the long side. However, if we don't see that support emerge and we breach the 68 level, look for a move down to 67.50 this week. And that wraps up the weekly market outlook for week commencing the 20th of January.


All right, well, hello, Radiant Church. Good to be with you. As Pastor Ben said, my name's John Zonovan, Campus Pastor here at Richland. I just wanna welcome all of you who are watching online and at the Portage Campus. We're so grateful that you're part of our church body and we are all in this together, amen? Amen. Hey, I wanna just also take a second. I know Ben honored me. He stole my thunder for him, but I do just wanna say that Ben and his family, his wife Brooke, they have four amazing children, Lucas and Sophia and Bree and Lil' Kayla and they have been such an incredible blessing to this campus and to our organization. He's more behind the scenes when I hired him. I was like, look, I don't need you to be like a loudmouth in the lobby, bro. I can do that. I need you to like fix all the problems. So, but no, he's a leadership just guru and so good at just so many things. So I just wanna honor Ben and you don't get to see him all the time, but he is constantly working hard. So also wanna just reiterate what Sarah said in the update. Like our big give, if you weren't able to last week, get one of the big give kind of booklets that are available in both of our lobbies.  If you are watching online and you need to stop by like one of the campuses to get one, do it. It is one of the most beautiful depictions of what we are as a body of Christ that I think we've ever done. It lays out all of the missionaries. We support what they're doing, the impact that they're having and ultimately the impact that you're having as a partner of Radiant Church. So please, please, please take advantage of that. It's gonna be a really powerful season. So if you brought your Bibles, turn to the book of Luke. Genesis, Exodus, Luke. Just kidding, that's not right. It's New Testament. Luke chapter 15 and before we read it together, I wanna just give you a little bit of context for this message and how it came to be. I called it Getting the Father's Heart. I was gonna call it something specifically about protocols because that's what we're going to talk about today. Primarily is God's heart for protocols or God's heart for lost people. We use the word prodigal a lot out of what we're about to read in Luke chapter 15. But if you've not been around church or you're not familiar with the story of the prodigal son, you probably are. It's someone who has sort of walked away or left the father's love or turned, let's say, their back or walked away from their faith. That's a phrase we use for protocols, but it's really just anyone who's not currently serving, Jesus, not currently surrendered their life to the Lord. And the sort of genesis of this message came from a Sikh service. It was January 17th, 2018. So almost three years ago, we had a guest speaker, our Sikh 21 days of prayer and fasting happens in January. We had a guest speaker, Bani Leapshire, who was here on a Wednesday night and it was packed. That was back in the day when you were just worried about bad breath. I mean, that was basically why you social distance. But anyways, it was happening. I don't remember anything that he spoke on, which is probably true for most of us when you hear a message from three years ago, but for some reason I was in the back and I had my cell phone on when he came in at the end of the service and he began to prophesy over radiant church. And for whatever reason, I just started recording and he began to speak to the identity in one way of radiant church. And he said, this is going to be a house. God is positioning radiant church to be a house where prodigals come home, where lost people come and experience the father's love and come into relationship with the father. He said this, the spirit of this age is not stronger than the spirit of our God. And he prophesied that. And he said, radiant church, I want you to get ready because this is going to be the first wave of the harvest is prodigals coming back into relationship with the father. And so that just spoke to me, spoke to my heart. And I wanted to just take a message and really highlight how we as believers and as Christians can pray for, intercede for and ask God to move on behalf of those in our lives that we know aren't following Jesus, aren't part of a covenant relationship with God. So I'm going to ask you like right off the bat to just raise your hand here, Portage online. If you know someone in your family, in your relationship, spouse, child, daughters, coworker who isn't in a relationship with God right now, doesn't, isn't a Christian, doesn't follow Jesus. Okay, that's a, most of us, 90% of us in this room know someone who we would consider a prodigal, consider someone who's not following Jesus with their life. And so I want to just pray into that. I'm hoping what we bring today encourages us as a body of Christ, but even more inspires us to partner with the heart of God and seeing the loss come home and seeing his children return to him. So we're going to pray and we're going to read Luke chapter 15. Father, we ask in these next few minutes that you would illuminate your word. Like God, as we've worshiped, as we've come into your presence, Father, we have created a throne, a place for you to dwell. We believe your Holy Spirit is here. We believe our prayers matter. We believe that the body of Christ is God, your church. And so I just pray, Father, that you would come and meet us wherever we are by the power of your Holy Spirit in Jesus' name. Everyone said, amen. I'm going to read the first three verses of Luke 15 first. It says this, now the tax collectors and sinners were all drawing near to hear him, that's Jesus. And the Pharisees and the scribes grumbled saying this man receives sinners and he eats with them. So he told them this parable. Jesus is ministering. Jesus is walking the land of Israel, discipling his disciples, healing the sick, ministering to everyone. And in this moment, he has an audience that's very distinct. There's two groups of people that are here to listen to Jesus. And that's what they would do. They would follow him. Mobs of people would follow him. He would set up somewhere and he would just begin to teach. And in this instance, there's two very distinct groups. Look what verse one says, tax collectors and sinners were drawing near to hear him. So this is group A. And if you don't really study maybe your New Testament, you don't know what a tax collector is or means. You're like, oh, they work for each and our block. That's cool. No, that's not really what tax collectors were.   So people hated tax collectors and then sinners. Like we can be like, oh, we're all sinners. No, this would be, again, people who were down and out, people prostitutes, thieves, lepers, sick people. Like these were the ones who in that day they looked down upon and said, you can't possibly be loved by God because you have these issues. Like you're paralyzed or you have a disease or there's a deformity or whatever that was. That group of people is hearing Jesus and something is resonating in their hearts. They're seeing him heal lepers. They're seeing him speak to the underprivileged. They're seeing him connect with sinners and tax collectors and have dinner with Zacchaeus at his house. And they're like, there's something in them that is drawn to the words of Jesus. Like could this seriously be for me? Is this message, is this kingdom that he's referring to? Is that, could that really be something that I could be a part of? I could be accepted in because the disparity between the religious people and the sinners was just massive chasm. And so they're listening and they're wondering and they're being filled with hope. And that's group A. And then group B, Bible says are the religious leaders, the Pharisees and the scribes. They were the ones who we would call the Christians of the day in the sense that they knew the Bible. They knew what the law said. They kept the law. They were meticulous in their keeping track of what to do and what not to do. And they have a very different response to Jesus. It says they're grumbling. They're complaining. And they're looking at Jesus and saying, how could you claim to be a man of God much less like the Messiah? And you're eating with sinners. You're dining with thieves. You're mingling with the lowest form of society.  And they were indignant towards Jesus because of it. And it's in this context that Jesus goes into the story that we're gonna look at. But I want to just begin by saying the Father's heart is not something you automatically get for people just because you know the Bible or just because you're religious or just because you grew up in a Christian home. The Pharisees and the scribes, as I said, they were the who's who of that day. They were the leaders. They were the ones everyone wanted to be like but they didn't have the Father's heart. They were filled with pride.  And the challenge we have today as the body of Christ 2,000 years later is what is our heart going to be towards lost people, sinners, the ones that don't look like us. Act like us, vote like us, love us. Jesus said in Luke 6, if you just love people who love you, that's easy. What credit should you get? Sinners do that. If you lend to people and you know you're gonna get paid back, what good is that? Even sinners do that but can you love your enemies? Can you love people who aren't like you?  That is what it looks like to have the heart of the Father as a follower of Jesus and it's something that happens through getting to know God, getting to know God's heart. When you know God's heart, you begin to love others well. You begin to love others differently. You see through a different lens and instead of the body of Christ today looking at groups of people, looking at those who aren't like us and bringing judgment and condemnation and pointing the finger when we have the heart of the Father, we pray different, we see different, we intercede differently when we have God's heart. We don't have enemies in the kingdom of God. The Muslims aren't our enemies. Atheists aren't our enemies. They're not who we're fighting. They're who we're fighting for. Ephesians six says that we're not wrestling against flesh and blood but there's principalities and powers and spiritual forces at work. But our heart, the Father's heart is that no one should perish. That no one should not have a relationship with him. Second Peter three nine says that God is slow and his promises not because he can't do it but because he's patient and he wants all to come to repentance and to know him. And so I wanna talk about what does it look like to get the Father's heart for the lost and for the prodigals and for people who don't have a relationship with Jesus. So it's in this context that Jesus goes into a parable. Verse three says he tells him this parable and there's three sort of stories he tells in Luke. He starts with the parable, the lost sheep. He says, look, there's a shepherd and all of it is him trying to communicate the Father's heart. There's a shepherd who has a hundred sheep and he's going along and one of them wanders off and he doesn't know where it is. And he leaves that one or he leaves the 99 to go after that one. The shepherd's heart is drawn to the one who's wandered off to the one who's walked away. And so that's the lost sheep. And I think one translation says that someone in the back raises their hand and says, so what you're saying is that he chases me down and fights till I'm found and then leaves the 99. And Jesus was like, yeah, Cory, we get it. It's gonna be a good song. So anyway, I'm just kidding. Kidding! But that's where the song came from. So that's number one. Second one is a lost coin. So there's someone who is looking for, a woman has 10 coins, she loses one. She moves the furniture. She's not like, okay, it's cool. I have nine more. No, there's this purpose. There's this intention to like, no, I have to find it. And I have to move things and I have to make some things happen so that I can find it. And then when she does, she says, celebrate with me. Like calls her neighbors, calls her friends. I found that which was lost. And Luke 15 and 10 is so beautiful. It says in the same way, the angels of heaven rejoice over one sinner who repents over one person who gives their life to Jesus. There's parties in heaven. And then he goes into sort of the crown jewel in my opinion of the story and of the father's heart in the prodigal son. And we know the story.  I don't care about you. I basically, he's saying, I wish you were dead, but you're not dead. So give me what I'm gonna have when you are dead. And he disgraces his family, he disgraces his father and he takes his money and he goes and he gets a one way ticket to Vegas and he blows his money on prodigal living. He's living it up. He's living his dream. He's getting texts from like Charlie Sheen, like, bro, bro, slow it down a little man. You're going crazy here. Like he's going off the rails, right? But primarily the story of the prodigal son is not about how bad the son is. It's not about his lack of character. What Jesus really wants to communicate in the story is not the prodigal son's failures, but the father's love, the heart of the father in the story. Because what we see is a father who's not angry, he's not vindictive, he doesn't shame him. He's not even disappointed. What we see is a father who every day wakes up, this is the picture I get, walks out onto his porch, looks out over the landscape of the direction that his son had left with an expectation and with a desire and a motivation to see his son return. You see the love of God that says, I don't wish any would perish. I don't care where you've been, what you've done. My heart is for you to come back. My heart is for you to be restored. My heart is for my sons and daughters to come home to the father's house. And that's what Jesus is communicating to these people. And again, I see like the sinners and the tax collectors like their hearts drawn towards this idea that there's a God who loves them and would know them and would receive them. And the reason it's so important is because we cannot effectively pray, disciple, evangelize, do any of the things we're called to do if we don't have the father's heart. When we have the father's heart, we're obviously much more effective in our prayers, much more effective in our witness, much more effective in how we disciple and how we live when we've partnered with God in his heart for people. How we see lost people says a lot about how well we know the father. Our job is to love people. God's job is to fix them. God's job is to save them. John 13, 35, Jesus said, there's going to be something that marks you as my follower. It's going to be something that people see that will enable them to know that you are a follower of Jesus and it's the way that you love. It's the way that you love. We're called to love people. Now in our society, we've unfortunately made this mistake that loving people means we affirm everything. We agree with everything. That's not what love is. I'm not saying that, I don't believe that. But at its core, we don't fix people.  The Holy Spirit does that. We love people. We love people into the kingdom of God. And that's what Jesus is communicating here. And so I want to just, again, in the few minutes that we have, I want to give us three practical things from this story of the prodigal son that we can do when we pray for prodigals, when we believe for them to come home. The first is this, and you can write these down. It's out of verse 14. We want to pray for prodigals that when they experience famine, they'll remember that there is food, there is substance, there is what they need back at the Father's house. When they experience famine, they'll remember that what they really want, what really fulfills isn't where they are. It's found at the Father's house. It's found in the Father's love. And you don't have to pray, oh, I hope they do experience famine. They will experience famine. Anyone who walks away from God, I promise you at one point, will experience famine. And I know that how? Because sin can not deliver on its promise that it tells people, that it tells our culture, that it tells a generation. It says, this is gonna make you happy. This is gonna fulfill you. This is gonna, every longing you've had can be found in this, and it can never deliver. It lies. It can't keep its promise. Hebrews says that the pleasures of sin are fleeting. The fleeting doesn't deny that sin can feel good, doesn't deny that there is some pleasure found in a sinful lifestyle, but it doesn't last, and it can't fulfill, and it never keeps the promise that it makes. And that's what the enemy is telling a generation. You don't wanna serve God. You're gonna be bored. You're gonna have no freedom. You're gonna have to, who knows? Live in a hut somewhere in Africa, probably, you say yes to Jesus. And you see that in our generation.  I grew up thinking that God was this massive killjoy, impersonal, didn't want me to have any fun, and I was a prodigal for the majority of my young, my teens and into my early 20s, is because I believed that. And it's not true. I talked to, it's same thing kind of with marriage. I talked to a young man in the lobby a while ago who was like, yeah, I'm dating this girl, but I don't know if I'm gonna get married, because I don't wanna lose all my freedom. I said, look, bro, I've been married 20 years and I can still do anything I want that Kendra says it's okay, basically, so. It's gonna be fine, bro, trust me. But that's the lie, and it makes a promise it can't deliver on. It reminds, raise your hand in here if you like going to the movies. I don't know if we're allowed to right now, but if, okay, like to the theater. Okay, that's a lot of us. You're all sinners, it's fine. Lord, I'll forgive you, I'm just kidding. I am not a big movie goer. I'm not built really for the movies. I end up having like an armrest battle. I wanna stand up in the beginning and be like, we are establishing armrest dominance right now, Kendra, okay? I'm 10 times bigger than you, no one's kidding. But if you ever seen a trailer, like a preview for a movie, and you're like, wow, that music was epic. The scenes are amazing. Every line is hilarious. I have to go see this movie, right?  And you're all like, I'm ready. And then you're watching the movie and you're like, when is the movie I saw in the previews gonna start? Like, because this thing sucks, this is terrible, right? Is that only me? Is that ever happen to anyone? Raise your hand again, make me feel better. Okay, it happens, right?  It's gonna be amazing. And then you get there and you kind of feel duped. Like the music was not that great. Every funny line was actually in the previews and it's actually kind of terrible.  And I spent $400. That's what sin is like. That's what it does. It says it promises something that it can't deliver. And when you are praying and interceding for a prodigal, pray. Pray that when they experience famine, when there's that rock bottom, when there's that idea that this isn't what I wanted to be, that they remember. The pride doesn't stand in the way. The lies of the enemy won't stand in the way. They remember there's food in the Father's self. Second thing I want us to pray when it comes to prodigals is that they'll have a moment where they come to themselves. Look at verse 17. This is so encouraging. The prodigal son loses, there's a famine. He spent all his money. He can't get anyone to help him.  Like he's at his rock bottom in verse 17. But when he came to himself, he said, how many of my Father's higher servants have more than enough bread? Pray that there'll be a moment where something is revealed to their heart and they come to a place where they recognize, this is what happened to the prodigal son. He recognized how I'm living is not really who I am. The choices I'm making are not actually my identity. This isn't truly who I am. Instead, I'm working through this facade. I'm trying to find joy and peace and happiness in this lifestyle, but ultimately this isn't who I am. And he had that moment. He came to himself and had a revelation from the Spirit of God. And what I wanna encourage you is this. Those are the seeds and the words that were spoken over him at the Father's house when he was in relationship with his Father. Those moments, he had a great Father. He had someone who loved him and cared for him. And it was those moments that suddenly came to his remembrance and he said, this isn't who I wanna be. This isn't what's really gonna satisfy me. And that will happen if we pray. Here's what the Bible says in Isaiah chapter 55 verses eight through 11. I love this. God says in verse eight, for my thoughts are not your thoughts. Neither are your ways, my ways, declares the Lord. For as the heavens are higher than the earth, so are my ways higher than your ways. And my thoughts than your thoughts. For as the rain and snow come down from heaven and do not return there, but water the earth, making the ground bring forth and sprout, giving seed to the sower and bread to the eater. Verse 11, so shall my word be that goes out from my mouth. It shall not return to me empty. It shall accomplish that which I purpose and shall succeed in the things for which I sent it. Listen to the message translation, I love this. So will the words that come out of my mouth not come back empty handed. They'll do the work I sent them to do. They'll complete the assignment that I gave them. The words that you're praying over your children, the words that you're prophesying over your friends or your coworkers or the people in your family that are lost, they are seeds that will eventually begin to bear fruit in their lives. And sometimes we're so rushed in our society. We want results right away, but every farmer knows you don't harvest in the same season that you sow. The seed has to have time. The seed has to germinate. The seed needs to be able to develop. And then you begin to see the harvest. Then there begins to be growth.  And it will accomplish what the Lord sent it to do. It will complete the purpose that God has for it. And we as Christians, instead of pointing the finger, instead of condemning, instead of pointing at everything that's wrong, need to begin prophesying about what God wants to do in a generation, prophesying about who God is and what he's promised in his word for a generation, for your children, for your coworker, for those who are lost that none should perish. That none, it's not okay to God that there's one person who dies and doesn't know who he is. It's not okay to God that there's one person who walks away and isn't brought back by prayer and by supplication and intercession. Like God's asking us, will you partner with me and sowing those seeds into the lives of people? And then we have to trust who God is and what he will do and his timing that there'll be a moment where they come to themselves. I'll never forget I was 23 years old and I'd spent again all of my teen years pretty much. Definitely after graduating, I went to Grand Valley and I just partied. I was a people person, I loved hanging out and I began a serious downward spiral with drugs and with alcohol and that entire lifestyle began to consume me and just like I said, there was times where I was like, this is amazing, I'm having so much fun, I'm out for my parents web of confinement. This is the freedom I've been looking for and I knew in my heart that I was empty, that this wasn't all that I thought it would be but I kept it going, I kept it and I just began to fall deeper and deeper into a hole and you tell yourself certain things and you say, well, I still have a job, I was a restaurant manager, it's not like I'm on the streets, robbing people or something like I'm okay, I'm okay and I wasn't okay and my heart was hardening, my heart was hurting and I just kept pushing through and I'll never forget I had a, call it what you want, a bad incident where I'd gone about two days without sleeping, eating or drinking and I thought I was gonna die, we didn't have any drugs left, I was crying and I took pictures of my nieces and nephews, Jane and these kids or Polaroids of Ashley and they were just real little and I just remember I slept with them, I didn't even pray at that point, I don't know if I was just too dumb or too proud or what but I just, I wanted something that I actually loved and cared about close to me at that time and something changed in my heart in that moment and then the very next day, I passed out for a while, I went to this restaurant where this girl who I was kind of seeing, she, we were living this life together and I'll never forget, I'm sitting there, all of a sudden two guys come in, they're playing clothes, police officers, they arrest her, they take her out of there, she ends up being prosecuted, having to go into witness protection, I mean just the crazy, and then in that moment I was like, how did I get here, what is happening? That for me was the come to myself moment and I pray to the Lord that no one else has to be as dumb or hard headed as I was to figure that out but in that moment I was like, this is insane, like what is happening and it was literally that Sunday that I went to church here at Resurrection Life at the time, I didn't know what was gonna happen but I knew my family would be there, I knew Jane Lee would be there with the kids and there was something that was connecting there and I gave my heart to Jesus that Sunday, on March 14th, 1999 and I cried at the altar and I prayed with Pastor Lee and my life changed in one moment but ultimately it was the seeds that had been sown, it was my mom and my sister who prayed for me, I didn't even know it at the time, I saw later that my sister Jane had a journal and in it she wrote down confessions for me, she prophesied over my life, she didn't write things down, like why is John such an idiot, why is he so stupid, why can't, why can't he get his crap together, it wasn't anything like that, it was Father I thank you that you have a call on John's life, I thank you that he's gonna serve you and he's gonna know you and she began to pray those for years, it was like 1994 or 95 like for years, she wrote that and those seeds that were sown into my life finally we're able to bear fruit and I promise you I would not be here, I don't know that I would be alive if it wasn't for my sister and her willingness to pray for a prodigal pray beyond what she could see, beyond what she experienced in the moment, beyond what anything I was doing would lead her to believe could happen, she prayed in faith and she confessed in faith over my life and it literally changed my trajectory for eternity and God wants to do that in every single prodigal, every single one. When I love you Jane, I'll never ever forget how you helped me and Pastor Lee began to mentor me and obviously I've not looked back and God's been so good to me and I love being able to encourage parents who may be frustrated or discouraged that their children aren't serving the Lord like you never know, you never know what God's doing, you never know what your prayers are doing, you never know the seeds that are being sown so don't pray what you are seeing in the moment, don't pray what's happening, pray what you want to see, begin to confess the truth of God and who he is and what he's promised so you said God that my children if they grew up, they went apart from it, you said that you knew them before they were even born and you've called them and you're drawing them to yourself and just begin to sow those seeds and there will be a moment when lost people come to themselves, when they realize that sin and Satan are liars and that the only thing that satisfies is the living water, Jesus said you drink of and you'll never thirst again, you put your faith, you put your emphasis in partying, sex, money, even good things, family, something that's apart from the Lord, you'll be thirsty again, it won't last but Jesus said I am living water, begin to pray for the living water to encounter your children, your parents, your loved ones, your coworkers, it's the only thing that satisfies, pray that there'll be a moment that they come to themselves, the third thing I wanna ask you is this, to pray, what part do I play in people experiencing the love of God? What's my part? That's what I want us to pray. God doesn't, obviously God's sovereign and God does things but I'm telling you, Philippians two says God does that work in you both the will and due for his good pleasure. God uses people, God uses your prayers, God uses the saints to create a momentum, to create a scenario where his Holy Spirit can minister and move and what I'm asking is what is our part? What is your part? You at home, you in portage, what is your part? And seeing people experience the love of God, Romans two four says it's the kindness, it's the goodness of God that leads people to repentance.  We can't be the big brother in the story of the prodigal son when people come back to church, when people come back to the father. You remember him? He came in from the fields and he was angry. He heard the singing, he heard the dancing, he heard the partying and he asked one of the servants, what's going on? And he said, well, your father, your father ordered all this to happen because your brother, his son has come back and the older brother is angry. The Bible says that he was angry. He wasn't happy, he wasn't celebrating. He was moved by performance, he was moved by tradition, he was moved by everything except the father's heart and he didn't want to talk to the father, he wanted to talk to one of the servants. One way you can judge if you have the father's heart is if you're more comfortable talking to other people instead of the father about what he's doing in our world. He didn't want to talk to the father, what's going on, what's happening?  No, we open up the doors and we say, come in, we love you, God loves you and then the Holy Spirit does what he can do and he changes hearts and he changes lives. We love people into the father's house and all of us have a place, all of us have a part in that and I just want to encourage you today to allow the Holy Spirit to soften your heart for lost people, soften your heart for prodigals, begin to have a burden for those who don't know the Lord in your sphere of influence. It's easy to pray some vague prayers once in a while about people here or there or far away. I'm talking about in your sphere who you know, ask the Holy Spirit for a burden because everybody has a part to play. I was watching TV the other day and you know how sometimes there's just some movies that come on on regular channels, not like movie channels and you're like, I got to watch this. There's only a few for me. Tombstone for sure, great movie. Yeah, look at that. I got an applause for Tombstone. And Hoosiers, Hoosiers for me. I love that movie. And so it came, it was on TV. I was like, yes. And I was like, I'm just going to sit here and watch it. And I, if you don't know Hoosiers, obviously about Indiana basketball and you know, Gene Hackman plays this controversial kind of coach. But the scene that it started on, it was kind of at least halfway done, was when shooter who is this kind of town drunk and one of the fathers of the kids playing on the team, Gene Hackman, the coach goes to him and gives him a chance to be part of the team, to be an assistant coach. Like, look, you can't be drinking, you got to clean up, put a suit on, but I want you, he knew a lot about basketball. I want you on the bench and it's like, he's okay. And so he starts kind of being part of the game. So then the main coach, Gene Hackman, gets himself thrown out of the game on purpose so that shooter has to kind of run the show.  And he's like, yeah, yeah. And he starts getting a little more confidence. And then they come back into the huddle and he says, we're gonna run the picket fence on him.  And then he says, and boys, don't get caught watching the paint dry. Such a great movie. Sorry, I didn't probably do it justice, but it is amazing. So my point is this, you can have a great team. You can have the right ideas, but everybody has a part to play. Any good winning team knows. It's not just about one star. It's not just about one person. Everybody has a part to play. And what I believe is that we're in a, we all know we're in a unique season, but we're in a time where people are losing hope. People are losing faith. People are being overwhelmed with their situations. And the body of Christ needs to point people to the Father's heart. We need to be that for the world around us. In a world that's super divisive, super us against them, the church needs to be different. And that's my prayer. I wanna pray for, for prodigals for a moment here while we're all together. And I just want you to close your eyes. And I want you to think right now about who is it that you're believing God to intervene in their lives? Who is it that you need to pray would encounter the love of God, the heart of the Father? Maybe write it down in your Bible. Maybe write it down in your notebook. Write their name down. Commit to pray for them. Commit to ask God to move in their heart. And Father, right now we pray for the prodigals. We pray for the lost. We pray for those in our lives who don't know you, and we pray, Father, that you would remove the blinders, God, that the lies of the enemy, the seduction of sin would be revealed and removed from their hearts, God, and that they would be drawn back to the house, drawn back to the Father, drawn back to the love of God. And we pray, Father, that you would give us a burden for that, Lord. You would give us a heart like you have, a heart that breaks for what breaks yours, that emits all of the chaos, all that's going around us, wouldn't become so self-centered that we forget that there are people who need our prayers, people who need us to speak and intercede on their behalf. God, I pray for that today. I pray for every name that's written down. I pray for every single person who's thinking in their head who that is. And we give that to you, and we trust you, and we speak the Father's love over them in Jesus' name. Amen. Amen, I'm gonna ask you if you would to stand up with me, and we're going to ask the worship team to come out, and we're gonna close in just a time of worship, a time of praise, a time of remembering what we're praying for, what we're believing for, what this means, how important this is, and I wanna just seal this moment together as a church. I believe that prodigals, lost people around the heart of God, they need to be on our heart. But first I wanna just pray this, I would ask you just to close your eyes for a moment. And I just wanna ask, is there anyone in this room, anyone online right now who knows that they're a prodigal, that they've walked away from God, that they aren't currently serving the Lord, that they haven't surrendered themselves to His love, and to His promise.  I'm saying you know in your heart that you have not given Jesus' Lordship of your life. I wanna give us an opportunity to do that. I wanna give us an opportunity to have a new start. God's not saying you need to, the Father wasn't like, hey, you gotta get your stuff together. The Father wasn't putting demands. All He said was, come back, here's the ring, here's the robe, here's the fatted calf. Let's celebrate that you're back home. And I'm telling you right now, the Father is looking. He's scanning the horizon to see when my sons and daughters come home and every head's bowed, every eye's closed. I just wanna ask you, if you need that in your life to just raise your hand boldly right now and say I need to come back to the Father. I need to give Him my heart.  Thank you, thank you in the back. Thank you, thank you, young man, I see that. Anyone online, I want you to put it in the comments. I want you to ask for prayer. Like this is the moment where you begin to realize the destiny and the purpose and plans that God has for you. And once you've received the Father's love, once you know who you are, then you know that God will use you to reach others. God will use you to impact the world around them. God's not waiting for you to get it together. He's not saying sit on the sidelines till you're perfect. He's saying right now you can be part of what's happening in the kingdom of God. And so Father, I pray for every person, every hand raised, every prodigal son and daughter that they would know, they can come back and they can know you and they can be embraced by you and that there's no distance, there's no awkwardness, there's no, hey, I have to prove something that even right now, God, those who have been dominated by guilt or shame or things in their past or things that they've done would be released to know that the Father's heart is for them, that their past is gone, that were new creations in Christ Jesus. I ask you, God, reveal the heart of the Father to your children in Jesus' name.