So the other element of the coin is sort of acquiring situational awareness. And I always, you know, the big kill switch here is really where you have to, you know, you really have to sort of, and this, of course, comes out of these, you know, you know, sort of self awareness. Are you open to reading situations, you know, and one of the key elements of this always keeps showing up, which is, what are the assumptions that you're bringing into the analysis about your situational context. And assumptions are weird because they can be patterned All later. And in some cases, that can be a hybrid. And so what you have to do, when you start reading a situation is to say, what are the assumptions I have. And if you, if I go back to the short video I shared, one of the things about the old 22 view is that it lights up, almost like you know, before you before the play starts is dark fiber, and then, you know, you light it up, and it lights up very quickly, what assumptions people framed, based on what they thought they saw, right, and so when you see a lot of these plays, you then realize that, and then you see the interviews after the fact, you know, the players will tell you look, we saw this, and it didn't work out. And, you know, we immediately sort of took action, and we executed because of based on what we saw. So there's a point in that play, you know, it's about a two minute video. And, you know, you know, I'll share that sort of, you know, by the organizers, but there is a, there's a point in that play where a defensive player moves his shoulder. That's all he did. And what he had done was to figure out the tendencies of the quarterback. And so he moved the shoulder and the quarterback bit, as a quarterback immediately thought, Oh, if we move the shoulder, that means he's moving in that direction. Whereas that's not what it was. It's just a fake. And so what was interesting was the quarterback then essentially built a stack of assumptions based off of that. And it's why the play broke down. And so this is a very important thing. And so you know, whatever context you're in, it's always very important to say, look, to your team, to your co founders. What are the assumptions we're making here? And how do we unbundle the two first principles. It's a tool that has worked for us as a firm, and I certainly will commend it, you know, to the attendees. So part of this as well is, you know, again, so measuring situational awareness and your context, I'm bringing yourself awareness to that analysis, part of it requires that you identify your tendencies. And, you know, in sports, they call it film study, you know, one of the things that, you know, people always made fun of people like Jordan, and you know, and I say fine, because eventually, you know, you kind of realize who won and who did it, but they made fun of Jordan, and Colby, because they were relentless. Film study, folks, relentless, you know, the legends of Coby staying up at night, till four or five in the morning, just watching film. And what he was looking for, was tendencies. That's all he was looking for. And so when, you know, watch him in the game, and a very similar to sort of what you know, Michael Jordan did, which is, you know, you never see the 3000 free throws in the you know, during, you know, the middle of the day, because I don't invite you in, but then you're not asked me why I'm so good at like, on in the game. A lot of this is about sort of trying to recognize what your tendencies are. And we can call them tendencies, we can call them biases, a different set of, you know, terms for this, but it is, how do you react? In other words, what is Pavlovian about you, as an operator or as a founder, or, or however, what is pub lobbing? What do you do when you hit the bell ring?