Yeah, yeah. And I think what's when you think about a KPI we always try to attach it to a business KPI. Right, so what's the business goal here, and in some cases, it's easier than others. So if you think about sales, it's always easier to attach a KPI when you think about sales, because you can say, when they participate in this accountability group, let's just call it that in this accountability group, their revenue is going to go up because their pipeline is going to be filled faster, right? So their sales are going to be faster, because they're learning from each other. That's the expectation, right? And so it's easier to connect those dots. And you can say that, here's the other bit, right, it's businesses do not want to attribute 100% of the success to training, they want to say it's not all training, it's this, this, this and this. And that's why we succeeded. However, they are not shy of saying 100% of the time, it failed because of training. Okay, so, you know, all right, that being said, is, if we admit that upfront and say, these KPIs are going to be reached, because of some of the changes that we're making, in performance reviews, some of the changes that we're making with the goals, and some of the changes that we're making with leadership, plus the new training, then we're going to see XYZ happen, you know, so we're not putting all of it on our shoulders, again, it goes towards that risk and reward thing. So then when it fails, we can say, well, the training went the way that training was supposed to go. But you all didn't do the management training, the management changes that were expected. And so dot, dot dot, yeah, then this kind of helps cushion the blow, you know, as it were, about why something didn't, why a KPI wasn't met, etc. So, you know, to help those goals be moved forward, right? So it takes a village, we want to move everything forward. And so we'll admit that up front, and that's how we're going to measure it on the back end. Now Joyce, I, I see your comment here about or your question rather, it takes time how long is too long I wish I had a magic wand to tell you how long is is too long. I'll I can only give you my experiences and maybe others here have their their own experiences. Let's let's take this coffee chat as an example. And so we've been doing this now I know some of you who are regulars, but we've been doing this for almost three years. Okay, um, since since the beginning of the pandemic, and the registrations for this chat when I first started was like two, five, okay, and that went on for a while, and then it kind of up to 10 Okay, and it's like and I was super excited by that because I wasn't being lonely alone, you know, all by myself. But today is The registrations for this chat here was something along the lines of 70 people. Okay. And when you think about who shows up, and this is typical, you know, you get about a third of people who register who actually show up some of these things, right. So, which is great. That means then I've got, you know, 75 people who are listening to the recordings or listening to the podcast, or or taking advantage of the resources that we have. And it took three years to get here. And, and I'm okay with that result. So and then it's a matter of what will the organization sustain? What will it accept? You know, so that is something that can only be measured by you and your organization? What's the agreement? How long are we going to try this six months a year, but just know that a month isn't going to be long enough? Or even if you think about building a cohort around a class? Will doing it once it's not enough doing it twice is not enough? Because then you're still working out the bugs? What worked, what didn't work, what needs to be changed, right? And so those takes several iterations. So that's all on on you, and your organization. So I don't know anybody else got any thoughts around that?