You got it. The team in San Antonio. That's right. He is a great example of what what it looks like to live out the balance of a well calibrated leadership style of very challenging, but very supportive. Right. And so so yeah, we asked her our team, how could someone like Coach Pop who has led the winningest franchise over the course of two decades in the history of sports, who seemingly just seems like this, this very hard nosed Air Force guy who's always getting on and yelling at people, grumpy? How was he like, that doesn't feel very inspiring. Like, how does he How does he do that? Well, he does it because behind the scenes, he's taking the team out to dinner, and he's, you know, at times when they thought they were gonna get in the room and review game tape. He surprises them, and they're watching a video on civil rights issue. Right? And he's, he's teaching them that there's so much more to life than basketball, right? And so he's he's doing all of this supporting and building up and building relationship. And then he can move as Steven Covey would say, at the Speed of Trust, and go right into the heart challenge, right? Because because he's, he's balancing these things. And the other misnomer here is that this comes from a culture code if you're familiar with that book, but this idea of like, we don't, we don't need to think about these things like the compliment sandwich, right? Because that's not authentic. Like, right, we don't want to say I'm gonna give you a hard thing, but I've got to sandwich it with that doesn't. If you're on the other end of that it just doesn't feel authentic. did write it. This just means in the course of how you lead as a whole, you're calibrating your support and your challenge. And I want to say, as you can imagine, in the nonprofit sector, we are way skewed to the support side. Right. And it's good, but the challenge side is difficult to for leaders to access at times. So in the last one, I know it's been a little a long time on this one, but it's a curiosity. And curiosity just means bringing the learning mindset so that we can constantly work on getting better and improving and asking great questions. And in really bringing that to all the core core rhythms, too, so I'll move quickly through these last two here, y'all. But the last, the fifth one is rhythm. And rhythm just has to do with the, it's mainly it's mainly about the meeting rhythms that are recurring. And the intentional design of those, it does also include some recurring communication rhythms. But for the purpose of of I'll just focus on meeting rhythms today. And again, as I mentioned, a lot of meeting rhythms are left to chance. And, you know, how do we take our annual goals, and then and then prioritize quarterly? So we train teams on something called a quarterly sync. And here's how you do that. Here's how it involves a retrospective mindset of looking back learning, bringing curiosity, and then setting priorities going forward, how do we bring that down into a weekly format? And then we spend a lot of time on this weekly format with teams? And how do we blend a monitoring some really key sets of data activities, goals, with also creating space for what matters most. So we call this the set agenda, and the emergent agenda and you bring them in, you're holding space for both. And the emergent one is that this is the most important piece. This is where a lot of leaders just like minds get blown, like, Well, wait, am I'm gonna walk into a meeting? And I'm not going to know what we're going to talk about for half the meeting, or like, That's right. You're gonna you're asking everyone to bring it. Like what's the most important one or two issues that we need to talk through today as it relates to our work health, our performance, achieving our vision, what matters most right now, right. And I had this epiphany or years ago, I was a Haven for Hope. And I had just an incredible friend, and colleague, I was leading the menus, I was executing the agenda, got through it all felt great. And I walked out in the hall, and she grabbed me and she said, you know, Shaun, you can successfully help us get through the agenda every week. And yet, we still may not talk about the things that matter most. And it haunted me for years. Right. And I was like, and so I tried to change immediate, but over time, that's been the driver to design this meeting, they said, We have to hold space for the emergent for what matters most. And the last, the last lever is momentum. And this is about like our belief that there's so much learning in the doing.