I think about this. And I do think a lot of it starts with your board and how you engage with your board. Right? So we all know, there's three levels of governance, fiduciary, strategic and generative. Most boards are lucky to get to strategic. But if they get to generative conversations, where those are what I call the what if conversations where you kind of just sustained you, you forget what you know about the organization and talk only about what you imagine to be possible, sort of what I would consider the, you know, if a game changing gift landed on your doorstep, what would you do with it and why? Right, then we don't have those conversations, except maybe a board retreats, and then they just fall off the radar. So we don't we don't exercise that muscle with people. So first, the first thing I do with strategic planning is I wouldn't call it strategic planning. I would ask big, bold, hairy questions to my board and let them actually ideate about those. There's another word that's a little jargony. Sorry about that. I would educate my board, I would actually do a case study and say, the before times, the pandemic times I've been wanting boards. I've been wanting staff, nonprofits to do this for a long time, because the board members didn't really understand what happened. Not not all of them, but because we were bit too busy doing the thing to tell them about the thing. Right, I had a client who ran the Jewish Federation of Minneapolis, George Floyd was killed blocks from his, from his office, right? He became a community leader, a collaborator, right? It was awesome what Jim did. And then I said, your board must be so proud. And I'm like, he's like, I wish I had time to tell them like. So I made him pick up his cell phone. And I said, okay just start talking to your cell phone, but I put it on, put it, make a video, and just go for three to five minutes. And then I want you to send it to every one of your board members. And actually, we called it did you knows? And he and they loved them because they were in the loop. Right? Did you know? Did you know that today, and it isn't like today, we scored a $20,000 gift. It was today we were at a table in Minneapolis with leaders of faith and blah, blah, blah, blah, blah, right? So, Board education, marketing innovation to board members, so they understand its value, because it don't think they totally get it because we don't do a very good job of educating them. So strategic visioning, not strategic planning, marketing innovation to the board. The third thing is something that may seem, may seem a little odd, but it's about budgeting.