Like I said, email was frictionless communication at scale. So at first, it was a good thing. The problem is being frictionless and being scalable. It kind of you know, Pandora's Box went wild took over. And now we're trying to figure out how to manage it. So the reality of this situation is that we are not engaging with people one to one as much. Not even virtually, although during the pandemic, maybe more so. But we were our default setting is really to asynchronous back and forth communication, email, Slack, instant messaging. And this is the source of fragmentation, disruption, inefficiency, and stress. And most importantly, it's the source of diminished effectiveness in getting the really valuable work that we need to get done, done. I mean, knowledge workers need to use their knowledge not get involved in pesky administrative busy work tasks, which is what is going on. So the thing is, we're really good at putting out fires getting trapped in distractions, but we're not so good at doing deep work, which is another book by Cal Newport, where he talks about deep work and what that is deep, thoughtful work, the kind of work that takes you know, a couple hours of uninterrupted time to get done. Very few people are doing that now, right? Studies show that the average Which workers longest uninterrupted interval is 40 minutes at best. And more than two thirds of workers, knowledge workers never experienced more than one hour of uninterrupted time. So that's like two thirds of the workforce can't just does not experience more than an hour of uninterrupted time. So of course, you're not doing deep work. And of course, we're not getting things done right? that matter. So the thing is, our brain processing was built for sequential thinking, like, you know, assembly line thinking, Okay, we do this, we do this, we do this, and we do this, okay. And then the world we live in, has this parallel structure where things are going on all the time, multiple thought here, things happening at once. And we're trying to switch our attention between these things. And it's just not working well. Right. That's the reality. And the thing is, we kind of don't really pay attention to how much of our attention matters, like we take for granted, what the limits of our ability to pay attention are, we think we can just pay attention to things and there's no limit, or we think we can multitask, when we really can't. And this thing of you know, focusing on one thing, and excluding everything else, is not really even, you know, so much a new aspiration. And, you know, in the knowledge work world, it's rare. But it's always been somewhat rare in some ways. I mean, there's a story in the book about George Marshall, the famous five star General, who, you know, World War Two, he was Eisenhower's boss, everything else. And Marshall had all these peculiar ways of doing things, you know, are uncommon ways of getting things done. And, you know, he had little things, but they made a big difference. Like one was, you know, when people come in, to talk to him about something, he had a rule said, Don't salute, why, cuz it save time to sit down, tell me what you got to do. So he's like, signaling, we're getting things done, we're moving the ball, get to the point, he would listen, and then he would tell the person what needs to be done. So it was like, decide, and act, that's that was his focus, let's get the job done, decide act. So he eliminated reactiveness, wherever possible. So this was, you know, reactiveness was an issue in World War Two people would react and stuff and then go off the rails. But if it was a problem, and World War Two era with George Marshall, I mean, imagine how much more reactive we are now, and how much harder it would be for somebody like him to learn to do this, and, you know, start to do it well, and everything else. So you know, we're, we're way behind the curve, on catching up to where we need to be in terms of not being reactive and focusing. So there are some things that we want to talk about with, you know, with the solutions to this problem that I've spent some time talking about. But I don't want to get into the solutions right now. Because I want to really spend some time delving into those. But I do want to say that one of the solutions that he talks about in the book that these companies that he looked at who are getting rid of email, or using it to the least amount possible, what are they swapping in? That's going to get stuff done better? That is an email. And the answer is meetings, actual people meeting each other, which can happen virtually. But you know, everybody's in the same place. At the same time, the thing, that email was supposed to eliminate the need for that we've diminished and using meetings are actually really useful. Now, the trick to the emails I've been to.