the value that you will see underneath the specific examples that I shared in episode two, self and collective care. It's really this continuous pursuit for us of supporting our team with both professional authenticity and living collectivism, which is not necessarily ingrained in the everyday workplace. So if those are ideals that you hold, those don't happen by chance. These are intentionally designed internal PD conversations, coaching conversations, team activities at retreats, and more importantly, there are pre conversations and alignment that occur with the directors team to live that value. Yeah, I want to share one more that I think is really key, and it actually sort of sinks number four and number six soul, but number four for us is change is hard. It doesn't have to be traumatic. And that really guides a lot of our change management, our communication cascades, how we lift the veil for our team on challenges that the org is facing, or strategic investment areas, et cetera. But it's really linked to number six, which is every employee is treated with dignity and respect until the very end. And so as a retention focused organization, it's dope when we can retain our internal team as well. I think it's demonstrating that we're professionally about that life, as I spoke about in one of our change leader episodes. But I also think it's unrealistic to think that you will retain 100% of your people or 100% of your clients will renew year over year, and we are often experiencing a lack of human centered leadership when folks decide they're transitioning, whether you're a school leader and you do intent to return forms and folks let you know in February they're not coming back. Do you cut all of their coaching meetings and observations. If it's a non profit teammate who's indicated that they are not going to be returning for the next year, right? Are we like, oh, we could save some money, so we're going to cut your PD budget. The disinvestment in people preemptively is really problematic and too common. And so for us, we need to depersonalize, I think, to a certain extent, someone's transition, and try and find again that middle path of what's best for them and what's best for the organization. And no matter what, we're going to treat them with dignity and respect all the way until their final time, because we're a part of each other's professional history. We want to make sure folks leave our orgs without venom in their mouth, and we also know that there are whole humans trying to do the best we can, and so I really value so are we okay, and we will make mistakes as leaders, and so don't forget that too, the us versus them narratives between staff and directors, between teachers and admin, is a dynamic we're constantly working to address with our clients, because it is a distraction from the work of centering those most marginalized that you're working to support. But it's also a. An unnecessary barrier, or like a wall, it's a wall between people who, if they could link up in solidarity, would achieve a greater impact together. As homework, we're inviting you to reflect on two questions. You might do this individually and then bring it to a co leader, or share it with your leadership team. What are your Human Centered Leadership values? And how do these values show up for yourself and your team? In other words, how would you make those measurable and observable so that folks can see you living your values as always, we love to provide you all with a couple of affirmations that can be used across your next week. Marisol, I wonder if you'd like to share any affirmations for the community.