We've all worked with, for and around people who suffer from the Peter Principle, these are what Lawrence Peter said was that people rise to their level of incompetence. So not necessarily that they are bad people. They might be great. Let's, let's take it in this world. You've got a major gift officer who is Rockstar, they've got million dollar goals every year, they're bringing in 2 million. And so the standard ideology is, let's make that person a chief development officer. Clearly they do this so clearly, they can do that. And there's that landing strip, it's very long. In an ideal world, you would want that person to shadow a chief development officer to see what the people influential part of the work is. And so People get to that level. And I think those people, those expert widget makers are then in a position where they tend to encourage expertise around the practical work, as opposed to building the talent pipeline in the people that they manage. And so I think leaders take too long to create other leaders, and they don't necessarily have the experience to get there. It's something I think, done very poorly writ large in the nonprofit sector. I would say to that our industry has been, and I think this might be an understatement, but pretty abysmal at making resources available to people to grow their own skills, whether they want to encourage upward and that's making more PTO available for people. I know, that sounds like a silly thing, making professional development available, improving the benefits, and I know some of this is your your staunch CFOs would look and say each of those has a direct cost. But that mantra of you know, what if you what if you train people and do good enough things for them, and they leave and then like, what if you don't really stay those, those people become really difficult, challenging parts of organizations. And part of that, and I hate acknowledging that this is true, but one person has been doing to plus people's jobs for far too long. And that is that is the nature of what we do. And I think we saw that a lot with the jobs that were sort of pulled back and furloughed, once COVID hit many of them did come back. But a lot of organizations are doing the same, if not more, budgets are higher than ever with fewer staff. And part of that internally is being diligent about deprioritizing and tuning out distractions. So your organization can focus on the skills that the people you have, can accomplish, and that you have the space and ability to grow those. So I see those as being some of the challenges, I think, overcoming some of them first, obviously, let me be a little self aggrandizing. But I think you know, subscribe to the tenets of servant leadership. You don't have to buy this book, but lean into these core behaviors, I promise you, if they can make me better. They can make anyone better. It's, in some ways I kind of I feel like I wrote this book for, you know, 21 year old Evan, I feel like I wrote this book for the version of me 20 years ago, because I've not always been a great listener, I've not always been someone who is highly self aware, or been empathetic. I've learned to practices things over time, but lean into the core traits of servant leadership, I think it's one of these things that could truly improve and save our industry. And I think from a census book is intended to be very practical, I think leaders against those who are influential, also needs to be more practical. And in a way that is to say what you mean, when you say it. And the things that I've been thinking about the past couple of years, and I've spoken with a lot of friends who are specifically in what is it ESG, or corporate social responsibility, roles. And we we have seen, and I won't pin any industry down, but we saw a lot of statements about money being made available, you know, our business, our company is going to give away a billion dollars for COVID relief or race equity improvements. And then you there were some reports like 12-18 months later that like the statements were big and bold, and the money hadn't necessarily flowed through. And so I think making sure that you can match up good intent with things that you can follow through with. And that applies to our industry as well. I think that you know, there are certain mega philanthropists out there who are making seven, eight figure gifts to organizations that may not be prepared for them. And so I think in this in this way, about growing community, from the perspective of servant leaders, funders can be better about bringing the nonprofits they intend to serve to the table to say, if we make it half a million million dollar commitment, general operating support, whatever to your organization, are you primed to take this gift and do the right things with it? Or are you just going to kind of put it in a bank account, not hire up, not develop benefits for staff and things? So I think those very practical conversations can be hard if across the board.