And so and so that's exactly right, you know, what you're doing by laying these things out is again, giving yourself a way to return to what are the decisions we're going to make to stay in line with, with a strategy were articulating. So doing that true review of your mission, vision and values, I highly encourage doing a role or identity exercise. So write down all the things you could be all the ways you could show up an advocate, a facilitator, a communicator, a direct service provider, and really narrow it down. Because like many of us, right, in our day to day lives, I'm a mom, I am, you know, someone who works works for a living, I am involved in my community, I support family members in other ways, like I have a lot of roles, but it's hard to be good at all of them at the same time. And so I've got to define the space, where I'm going to show up and fulfill my role fully. So when those are articulated, then laying out what are our top three focus areas, maybe you can stretch to four. But what I would encourage is, this is not something that you just want to put generic pillar words up there and say, Oh, we do advocacy we do, like, put a verb in there, make it active so that it's helping to push you toward those. And I would always encourage that at least one of those focus areas is around your culture and operations. And so that I would include to could incorporate your fundraising efforts. And I say that because again, we have all these big program dreams. But if we're not making steps towards the technology advancements, and the culture change that we need to do within our organization, then we're decreasing our chance of success. And so as that's articulated, and And realistically, practically speaking, it's usually by a core team, right? It's usually by some combination of cross functional staff members on the board. But throughout the process, we have an opportunity to then check in with our community or check back against what we've heard and say does is this consistent? Are we meeting the needs that people have already told us? They have? And so at the end of that process, we can then say, okay, if here are our focus areas, What does success look like? What will the people who've identified these needs be able to say is true about what we've done? And can we achieve that with the resources we have with what we're planning for our fundraising strategy, let's be real with ourselves about what sustainable impact looks like. Rather than expecting every year, we're going to have a moonshot that somehow, you know, turns into a great big endeavor. And so that is like such a high level. And my, you know, my detailed self is like, and here are the next steps. But in all that does simplify things like and again, I always try to return leaders to, you have to make time to listen, you have to make time to think, if you are spending all of your time doing, then you could be doing something over here, while your community is shouting to you from the other side of this football field, saying, Hey, we're down here. And this is how we need your help. And so by making time for those things, and then by articulating a strategy that can be understood by anyone in your organization. And that will tell people not just what we're going to do, but how we're going to do it. It gives your team, your volunteers, any other, you know, folks who are coming around you to support you and your community, they flexibility and the empowerment to make good choices in a moment when a new opportunity presents itself. And it gives him a way for dealing with the 87 brilliant ideas that are going to come up in the next month and a half, right? Because you've created a system for how you are collecting those ideas and listening to them and reviewing them over time. I just have