Oh, yes, I would love to first let me say that I'm going to share probably like two or three things, but you're gonna be left listeners, you're gonna be left going, why I want more, I want more like, What did you say? Because there's just so much here. So I want to direct you to my website, because I have a free resource on there. That is specifically about devising your hiring process. And so it'll give you some information. I have many, like micro webinars on my website as well, 30 minutes long. Those are for sale. And then I have an online course that gets into not only disrupting inequity in your hiring, but across my entire employee lifecycle. So there's definitely more support that I can provide. But to answer it briefly, I want to say three things. The first thing is know that your hiring process because that's a lot of where people start. So I'm going to start there has I teach eight steps, eight distinct steps in your hiring process. And that's one of the first like, like, missteps that people take is thinking that there was only like two or three, you know, the application, the interview, and then you decide, and there's so much more, that's actually happening. Sometimes you don't have a strategy for all the other things that are happening. And that's why you don't really recognize it as a distinct step. But you have to start with knowing all the elements, and then tackling them one by one. Second thing I'll say is, we're used to talking about bias, tackling bias, unconscious bias and people, but we also have biased processes and procedures. And we have to start to think about both, right? How do we be bias? Not only people but our our procedures are processing. It's impossible to become an unbiased person. So let me just say that I am biased, I always will be thank you for that great we all are. It's human nature, we are biased by default. And our biases are informed by whatever it is we've experienced in life. So our life experiences shape our bias, right, but we're all biased in one in multiple ways. So what we can do is learn about the ways that we're biased, and try to put interventions in place to mitigate that bias. So whenever I find myself just because I'm always practicing this, whenever I find myself jumping to a conclusion about someone, I'm now in the practice of correcting myself and going okay, wait a minute, what's another way to look at this? What about this incident pricked me? And if I weren't prick, and I thought, and I had the same engagement, what else might I what other conclusion might I get to versus the one that I got to as a result of my bias about how this person presented to me. So there's a there's a pattern and practice that I've just developed over time, because I'm doing this all the time, you can do something similar in your processes, any point in your hiring, or people management or talent development or promotions, whatever decisions you're making about people, if you don't have clear criteria in place that have been vetted, if you don't have rubrics that are used consistently, if you're not continually coaching and training your people how to catch and mitigate bias and incentivizing them to do that, instead of just working on the fly, like we have to do so much in nonprofit work, release in all work. If you don't do all that, then bias is definitely running rampant, because we just naturally come with it. And then the third thing that I'll say is you have to plan in advance. And you have to plan in advance ways to catch and mitigate bias in everything, not just in hiring again in the entire employee lifecycle. And I'll tell you a story because I was talking to a client once. And they said, We did everything and we're at the end of a hiring process. And it looks like we're gonna hire the white person. And I was like, okay, and they're like, what did we do wrong? And this was our first time really tinkering with our hiring process. And they were doing it in the middle of the process, like the roles had been opened the job descriptions were out, you know, they were just trying to work with the candidates that they got. And I was like, listen, listen, this sounds like trying to learn how to drive on the highway. That doesn't make any sense. I learned how to drive funny story in a it wasn't even a minivan, I think it was a full size van. It must have, I think it was for a Ford like full size van, it had like a wooden table in the middle. It's like nine people. Remember.