And my point, my point about genuine empathy. And I think this also goes to some of Jody's points about the confusion and the concern out there about empathy, right, that it can be manipulative if it's if it's not. And I think when people find it like that, besides the fact that it might not be mutually happening, an actual mutual connection, that that it's manipulative, but it's, I think, that happens when it's not an embodied experience for people so, so embodied empathy, that's where the real connection happens. That's what actually builds the trust and sparks innovation and creates creates cultures, whether that's in an organization, a business or wider society, where people want to give their best. And a lot of people would wonder, Well, hey, what's the business case for this? I think a lot of people think, you know. How is that ever you know? How are we ever going to pay for this? Because if they're really tuned in, they'll know it'll it takes some work and some time to actually implant these skills as embodied, right? So what's the business case? Well, and the good news is it's not just a feel good idea. The research is showing that it does pay off, like literally, in dollars, whatever currency and. In the book, Firms of Endearment, companies built on human connection and purpose, outperform the s and p5 100 by a factor of over 10 year of 10 by a factor of 10 over a time of 15 years. Why? Right? Because empathy drives loyalty and innovation and resilience, and actually a lot of things. And so these are some of the numbers that they found in terms of endearment and and it's, you know, it's moved there that the good news is that empathy and business now isn't really fringe anymore. It's getting more central, centrally focused. And so there's movements like the benefit or B Corps, and this movement that this slides from conscious capitalism, that was a movement kick started by John Mackey, founder of Whole Foods, when he published his book Countess capitalism, and was Co Op authored, actually by the researcher and professor that wrote Firms of Endearment rajsodia. I just got to go to their conference in Cincinnati couple weeks ago, so so that they studied those companies and found really big differences and in terms of what conscious capitalism is, it's based on these four tenets, right? The higher purpose stakeholder orientation. That means taking care of everybody around you, not just your executives and C suite and investors, but your customers, your suppliers, not trying to squeeze every nickel and dime out of your suppliers all the way through to the planet and how it's doing in terms of your impact so and the thing is, is that empathy is the core of really, each of these main pillars, it's the golden thread that runs through all of it. And one of the points I'm really want to make today is that this consciousness shift that's happening in the business community is, I see it as, like, existentially, really good news for all of us, like, literally even possibly for our survival, because of the huge influence that corporations have on world economics, politics and the environment and even our social structures, right everything. And here's more of the business case companies that train empathy 50% more net income based on study global empathy index of the top 10 companies and the bottom 10 companies and comparing them as reported in Money Magazine in 2016 another business case put out by Google, just their very famous Aristotle project studying their high, highest performing teams like, what's what's going on here, what's like, what's like, the thread that links all of this great performance. And their study was based on Harvard Business School Professor Amy edwinson's work and and really, it comes down to to be fully present and optimally function at work. Optimally functional at work, we we have to feel safe. We have to be know that we can talk about what's messy or sad or have hard conversations with colleagues that are driving us crazy. We can't just be focused on efficiency, like kind of the old school stuff, right? We want to know that people really care and they hear us, right? We want to know that that our work matters, right? And so I want to share a little story. Like one of my clients is a CEO of a successful online retail company, and when he first came to me, he was kind of looking like this guy, just like, you know, really, you know, exhausted and struggling. He had some struggles with his business partner, but also like his customers like it just felt like one complaint after another, right? That was happening and but through our work together, he came to this really. He, he Well, first of all, he started listening really differently to people, right? Instead of hearing the anger or blame that was kind of on the surface being expressed, he started to tune in to something more meaningful and relevant, which is to really hear these people's feelings and their needs, the needs underlying the feelings. And that's a really key distinction of nonviolent communication. It's one of Rosenberg's brilliant. Pieces I feel because I need, right? He linked it to human needs and and these, and also, there's work by my mentor, Maria Shiro, that also link, uses that same lens to link to organizational needs as well. So, so we're, we're at that level with both people, the people and the organization, right and and, yeah, he that one shift transformed not just his energy, the CEO's energy, but his team, and really had a profound impact on their customer relationships. He told me that applying empathy has compelled them to work harder for their customers, and that their customer interactions are now helping them to grow their company, to solve problems, to innovate in a way that's that really feels mutual. And as he put it, I hope that working with this, with us now is an experience they'll never forget. And he also told me that his team can see that he's in a good space now, way more calm in his own words, not acting out anymore. So I like you to try and exercise an empathy exercise, and I invite you to write it down on paper or somewhere else on your device. And just first think of a recent moment. Take, take a few seconds think of a recent moment in your work life when you felt strongly about something, it doesn't have to be an upset feeling. It could be like a green flag, as I call them, happy feeling, pleasant feeling. But you could, you could do empathy on on either side, because empathy is connecting, and we see, we call it with what's alive, right, which is how someone's feeling about how their needs are being met. So think of a recent moment. Hopefully you've got one. And what did you observe? What happened like in time and space? What happened that triggered these strong feelings? Something happened. And so this is another beautiful NBC practice, getting clear about what the trigger was for the feelings. And then you can go on to step two, when you're ready. What did you feel? You had strong feelings. Were they in the happy or the sad camp or the angry or the fearful? What? What? What was it? What was your emotional body telling you?