get to Great question, what's encouraging, though, John to there are more people, literally young people coming right out of collegiate programs that didn't exist when I was going through my undergraduate years. I think three of us may have talked about this a little bit. But there are 300 or more now, programs and nonprofit leadership management philanthropy. So there are people hardwired, I love that term, John, that are going to get into the sector. So let's help them find the path. And then to your question. I think there there really six questions I would pose to someone thinking about this sector. And so I've kind of developed this little exercise in there six characteristics. Now, you can decide later whether it's worth writing down, right, but maybe it will. But here's the thing, I think for a young professional, it can be overwhelming to ask our What do you want to do? You know, what's your vision for your nonprofit path? And I think that's hard. Because I'm like, they don't know what they don't know. So I'm like, Alright, let's break it down. Let's think about and this could apply even to an early stage professional. Number one is your timeline. Is this something you you're making a decision in the next year for a move or change a start? Or you're in a position that you like, maybe you're in on a five year track? So timeline is question number one, because again, we can build your plan around it, but we need to know what it is. So if I'm, you know, that mid career plateau, I'm stuck. Alright, that might be somebody's like, yeah, get me out of here. Now, Patton helped me, I need to plan in the short term, I don't need a 10 year vision, because this is not working. So timeline is number one. Number two is sector. And this is what my advice is often build your kind of credentials and resume in a generalist fashion. Be careful about specializing too soon. I love Special Olympics. But as I look back, I thought that was the only ladder I could climb. So I was building my skills and experience around the Special Olympics ladder, I'll be a program director, maybe I'll be a VP someday and perhaps an executive director. Yeah. Right. But I'm like, Hey, and my father famously told me, basically, patent there are the ladders, you know, don't limit yourself to a single ladder. So build your skills and experiences around. You know what I would call more a generalist, so that you can move, but that leads back to the second element. I was gonna say, sector, what are you heart driven to? Is it education? Is it healthcare? Is it arts and culture? Is environment? No Wrong answer. But I'd like to know what really turns your professional heart strings on. And if you're, if you're set good for you. But I often push people like, Alright, you're in education now. But would you entertain healthcare, if the right opportunity came up? So maybe there are two sectors that you would entertain on your ladder? The third thing I would ask you is is geography. Right? And you may be placed bound your family's here, you're not going anywhere. Okay, that's fine, then let's build your plan around. I'm in Charlotte, you know, or you're in Los Angeles. So you're in Tokyo, wherever. Let's build it. But the question inherent there is like, would you move, because some people do have the flexibility. And I'm like, Alright, that's good to know. So maybe we can strategize if you're in Charlotte, but you might entertain Atlanta, or Raleigh or Nashville, then we've got a plan we can build around that. But I think a lot of people, again, my original point, if it makes sense is that we're overwhelmed with this broad notion of I gotta have my whole vision figured out. Let's break it down and answer the questions you can answer. I look at scope of work. You know, some people like the scope of an organization where I can wear a lot of hats. It's a small shop. And I like the ability to do different things. Otherwise, you might say, You know what, I like being in a larger institution. That's fine, too. Because, you know, there are more resources and maybe I can specialize. So but I think you need to be intentional about that question. Right? Am I a large shop small shop and how do I fit on that continuum? Position? I'm counting my six right John. So you maybe your notes are gonna help me out here. Make sure I don't miss it. I'm roughly on five. And I'm speaking roughly two I guess right so quickly that I'll finish position do you want to be the senior leader you know? have to be some people are like, Yeah, I want to be a president, I want to be an executive director, I want to be CEO. Others might say, No, I'd like to be, though at the top of my ladder, maybe just the best at what I do, I want to be a program director for Special Olympics, and I want to be, you know, the best I can be the best in the country or whatever. But there is a relative continuum there, too, that's worth exploring. And then finally, and we can't miss this, because we often do in our sector, is financial support compensation. Thank you,