Well, I couldn't agree more. I think it starts with us and how we have to model the way, I think, from my experience working with a lot of nonprofit and for profit executives and leaders, we're running too fast, and we are not slowing down to be fully active in our presence, to really be present, to model presence and to offer presence with our staff and each other, like I love Lindsey. You know the idea of stepping into coaching and the difference? People don't know the difference between coaching and management. It's there is a difference. We don't. We haven't been taught as a collective how to listen, how to not be the magic answer machine as the boss. Most people just need to be heard. They'll figure out the answer, because they we all have the answers within ourselves, but that, how do we model that way? I think, from a team based in the idea of coalitions, you know, needing to be formed, and our collaborative co-creative culture that is being starved to activate in community, that the answer is in the collective, the answer the wisdom is in the room. So as leaders and as culture bearers, how do we cultivate that? We can do that by asking great questions and investing in our staff. So if we're asking them to do more, we have to invest in team retreats, in off sites, in conscious conversations, to extract the human, personal points that you all are talking about. I couldn't agree more that organizations are made up of people, and at the end of the day, we need to be as people, seen, served and supported, as whole human beings. So part of my leaning and what I see work is as leaders. If we could invest in really getting to know what lights up our staff individually, what are our team members and what are ourselves passionate about? A wonderful question is, what brings you joy? Super simple. Where do you lean in? It's natural. You don't have to be told what to do. If you were your own boss and you owned your own organization and company, what where would you spend your time if money was not in the field, and if impact was already covered, right? Where would you naturally lean in? So what are you great at? Sorry, what are you passionate about? And then I believe that our strengths, what we're great at, literally correlate to what we're passionate about. If you can imagine, we call it the trinity of alignment that we write about in our book, Leading with Light. But if you think about a triangle, and the basis is passions and strengths, and if you can get to know that for yourself and for your team, where do they light up? Where what brings them joy? What are they passionate about? And then their strengths correlate to that, if those can map to the business need, and you can do that for each individual, then you start to see the system, the cultural, you know, team based collaboration, so that the things that people aren't good at, they can delegate. They could say, hey, oh my gosh, you're great at this. Could you step in and do this? We don't have to take it all on ourselves, because when we do shit that we don't like to do, we procrastinate. We're not good at it. We're inefficient. We have to be told we have to be micromanaged, and that is the opposite of peak performance. High performing teams do what they love. They do what they're great at, and all of those things map to the need of the community, the need of the the constituents, the need of the beneficiary, the need of the organization, but we're kind of missing investing in that. We're just piling on more stuff to do, and we're not stepping back and say, Wow, is this person really wired to contribute in this way? Does this light them up? And I think it's we're just missing the boat there.