I'm going to build on this pick your partners, you don't always have the opportunity to pick your partners. But I challenge that most often you do. So let's I think if if we frame it as a team sport, so partnerships, a team sport, let's set up some of the rules of the game. I say this all the time, and it helps me professionally and personally. Name it to tame it. Like what are we partnering for? Sometimes we're tackling like big intractable issues with large bureaucracies, different copying other countries, government agencies, or organizations that might be less evolved comparatively to, you know, the one that you're a part of. And that doesn't mean that you don't partner with them. But I think we just want to put the we want to set our sights on what does success look like before we even get in the game? And get to know them? Who are these partners? What's the win. And this goes back to the NFL analogy we used last time, there's got to be a win for everyone to make a partnership sticky. And I don't think we need to be shy about that. Sometimes it's funding, sometimes it's more exposure, sometimes it's winning the contract. And there's all different aspects of partnership, there's a partner at the table, and it's unclear what they get out of it. There's possibly an ulterior motive, or they don't know what they're gonna get out of it. And then the stickiness of that partnership is going to wane. Going back to one of your other principles about people just have so many competing priorities. So if you're a part of a partnership, and you're not getting anything out of it, and you have your day job, and all these other competing things, it won't be sticky if it's unclear what you get out of it. So what's the I would say the simplest way of framing that is, every player if it's a team sport needs to get something out of being on the team, and what is the problem that you're trying to solve? And then another rule of the game that I apply, I just have a couple. This is this also goes back to parenting. Do what you say I need all that advice. Do what you say Say what you mean and don't say it mean the do what you say if you show up as a partner and do what you said you were going to deliver hold yourself accountable as well as holding others accountable and you can hold yourselves accountable if you all put on the table. What problem you're trying to solve and how you're going to do that. The don't say it mean is that like you get more bees with honey like Be nice, be a good partner just be easy to work with. Be friendly break the ice be you know just take a minute to ask about someone's family. or what's going on with them, before you dive into the meat of whatever it is you're dealing with. And then if you're in a leadership position on the team, this is something I've really tried to apply through our grant making program at the Bob Woodruff Foundation. Quick, yes. Quick, no, we're transparent, not right now. Like, How much easier would your life Thank you, someone knew you're not getting the funding, and they just told you so you can move on. And I know a generosity of spirit even better. And also like a not right now, like, I don't know, I can't decide on this, let's regroup in six months, so that you're not wasting time with all the back and forth. And then the last thing I would say, in building a partnership is watch out for egos and logos Watch out. Outside, is it taking up too much space on the team, because that reverts back to picking your partners, there is a place for egos and logos, but just make sure it stays in balance, if it must, and all partnerships are not created equal, and just remember that they don't all have to be forever. So I hope that's not too abstract. But those are some of the rules, I think, apply to partnerships across sectors.