Well, I always I love getting together with boards around strategic planning. I like to start with, personally, I like to start with a survey of all your stakeholders, whether they are and I really like your board, your staff, your vendors, your clients, I like to get all of that input, and get that information and really digest it and provide a report to people so they'll know exactly where they're standing. Because I think sometimes people go into strategic planning, and they don't take the time to prep for it, they bring their own viewpoint without actually getting the input of the people around them and the stakeholders around them. So starting off like that, and it actually saves you some time, if you do it. If you do that part, you know, using Google Docs or using some type of survey. And I always, in those surveys to always ask, okay, which part is this? I break down the mission and say, okay, which part of your mission resonates with you? Which part do you agree with? Which part of the vision do you agree with? Which of these core values, you know, rate these? How do you agree with that? How do you see it? Are we living up to the expectation? What are some of the strengths, weaknesses, opportunities and threats, and I like to get all of that before I go into a session, give them usually I give people like a 30 page report, I hope they read it. I know they don't. The first part of the strategic planning session is usually I go through the report with them. Because it's important, you know, I'm not doing it for my health, I really want them to see what what their stakeholders think of them. If I have the time or not the time, if the organization chooses to do this, I love doing in person stakeholder interviews with donors, like with their top donors, I love that. But sometimes that does not make itself available. So they'll do the electronic survey. But that's how I kind of set the stage. And then once we get in a room in the room, we go through that report. And there's some there's sometimes shocked that people say, you know, you're not living up to this vision, or you're not living up to this part of the mission. I love the conversation around core values. Because sometimes I think the core value conversation is like, when they came up with those core values, it was kind of like a brainstorming session, and nobody really put any thought into it, actually. And so I'd like to delve down into core values. And I talk about, okay, name that ideal employee, who is that person or persons that you would duplicate? If you could, okay, what do they bring to the table, and usually Mel it down like that for the core values. So that's kind of how