Hello, forevermore. Goodnight. And so leaders who do not check themselves, and I mean that in the best way. Where are you in your life right now? What's happening at the house, people are getting divorce, people's parents are passing people's children are saying the hell with this mess. You got to have your house in order. So you have to be willing to take a moment, take a beat and assess where you are because that's self awareness is peg one, in being emotionally intelligent. And so what I'm seeing is the unraveling of leaders who do not have real emotional intelligence. They can tap dance like they got it, it looked good. But do they actually really understand the four tenants of having solid emotional intelligence? Do you get how you show up in the room? Are you able to read the room, so trend wise leaders who are able to read the room, the temperature, if you're unable or unwilling to do that work, then you are going to continue to lose not just your best team members. But the fair to middle ones too. Those are the folks to me that have potential. So really ship to show official out. The second thing I'm seeing are that folks are more willing to hang out their own shingle regardless of where they are in their career arc than to put up with what they believe and or have experienced, as at the workplace foolishness. And so what I have tried to counsel folks on people, people, particularly people who come to me for mentorship, or advice is, don't do that. Not yet, like your employer is your first investor. And so before you decide to go out and do something else, you need to make sure that you are stewarding that investment. The same way he was thought of donor, you got to steward your career. So if you're trying to break bad and go left, did you steward that investment? I wish somebody would have said that to me in my earlier years, because I've always had the hankering for entrepreneurship, right, my ex husband used to say from when we were in college, he was like, why even apply for a job? We should just do our own thing. And I was like, who was gonna pay your loans? You know? So I wish somebody would have said that to me, right? Because I would have thought about the engagement. What I asked the questions, the assignments, the way I approached my work, how I navigated discrimination, how I navigated sexism, how I navigated all of it, if I just had somebody whisper a word, a colonel in my ear about that about investing, because I came into that when I was probably like, 31,32, right. But in the early years, I wish somebody would have said something to me, instead, I got Oh, Kishshana You know, you might your perfume might be too strong. Oh, Kishshana we just, you know, folks are uncomfortable with and it would be something made up, you know, as opposed to just giving me the real deal. So the third thing I would say that I think is a must do, I don't think it's a trend yet, but I think it's a must do for leaders is to talk to your people. Give them that feedback, good, bad or ugly. First of all, don't talk to them crazy, okay? Because people are liable to sue you and cuss you out. I just want you to know, but give them real feedback. And also, if you're going to offer feedback, we are beyond the boss as the way we lead leaders are now advisors and coaches and mentors. And so that is a softer place to land. It doesn't mean the information is softer to hear. And so being able to create that space for that give and take allows you as a leader to grow, it gives you space to stay in vision, it gives you space to stay in innovation, it gives you space to stay in strategy, because of your team member can tell you get your hands out my operational pockets. And let me do my job. Our job as leaders, particularly for running organizations, businesses, etc, you got to lay track. So if you look at a job. Think of a job description. Now. A lot of job descriptions are multiple pages. Why? Because we spend a whole lot of time talking about ourselves, no one cares. Take a half a page if you just remove passion for the mission. But what because who cares? If you have passion for the mission? Do you have passion for accounts payable and receivables? Because that's what you're going to be doing all day friend. You can learn to have passion for the mission. You can grow into it, it's a relationship you grow into. So if you spend all your time in your job description, your interviews, focusing on how someone should do something you have gotten in the wrong boat. Leaders need to focus on the what and the why. And the outcome, how will I know I'm successful. And you've got to allow your team members to nurture and to create and to expand on the how. And so leaders who can do that coming into this year, this is gonna be a hard year are going to see their team members really get creative, about how to solve now challenges and how to prevent later problems. Right? So that's kind of what I see. And then lastly, folks are really struggling with retiring. Transitioning.