One of them I talk about often when I'm working with clients, is creating a story bank. So that is really a set of shared narratives that are a representation of the big inflection points of that organization. So one of them, obviously, is the origin story. So why does this organization exist? What was sort of the highs and lows, the conflict, the challenges that created, why it's existing here, and what kind of thing we're trying to achieve. And usually that's the mission statement. It's sort of the backstory. But many times, if an organization doesn't have a clear one that everyone's using, it's really easy to just grab it whatever, like, oh, we are here for this kind of like, surface reason that other people may not understand. And so getting really clear on that shared narrative is incredibly important, and I think the other part of it is really having story banks of ideas or moments that are around adversity and how the organization has overcome it that can be shared with the team. So for example, I've worked with organizations that were really trying to figure out a pivot in their culture, because they were going through a huge transition. Everyone is in big transitions right now, whether it's an acquisition or downsizing, and really figuring out what pieces of our story do we want to share with this new part of our team, so that they understand what we're trying to achieve together and how we can essentially be collaborators toward that goal, instead of just focusing on scarcity and fear, because most organizations without shared narrative are being driven by fear, we have to do this thing, or else, we have to hit this quarter number, or else. But that's really not that motivating. So I think it's really important to have shared stories, whether it's in a bank, an Excel sheet, in kind of brand books, a lot of people put them in there, a place where people can go and kind of pull some of those narratives and put them in presentations, put them in onboarding material, put them in emails when they're talking about giving context to goals. I think that's incredibly important. And a leaders really model that leaders are typically their main job is to tell really compelling stories around where the organization is going and why, and to connect really deeply and empathize with other people's stories, to better develop and mentor them. So you're constantly in practice of that pretty much every single day, whether you're doing it intentionally or not. So that's a huge one that I also recommend. And then outside of that, I do a lot of training in terms of group training and giving them education and cultural context. So I think, I think most people suffer from what I call historical amnesia. We don't teach accurate history about the world and why it looks the way it does, and why we have the problems that we do. And especially the nonprofit space, there's a lot of assumptions about, well, I'm a progressive individual and I care about these things, but then their behaviors do not match their values, because they do not realize they might be repeating oppressive ideas or policies or practices, because they don't have the historical context. So I do a lot of history, storytelling and education in my trainings, and connecting the dots to now, because it's important for people to ground what they're doing, what they're making, and the realities of the world, so that they can actually solve the problems that they care about. So a lot of time is spent on that. And then the other portion in my trainings is also really helping people to figure out, how do I show up in the moment when I'm interacting with other people's narratives in a way that is reducing harm and creating safety and trust? So the kinds of questions that you ask, how you deal with conflict, how you might essentially stand up for yourself in the face of microaggressions and missteps in conversation, all those tools are incredibly helpful in terms of being able to build the trust necessary to move things forward. And most of this work is all trust building at the end of the day, if you understand one another and trust each other, you can actually achieve the things that you want. If there's high levels of distrust in the culture, usually not achieving much, and you're constantly kind of infighting or spinning wheels or constantly pivoting without achieving specific things. So I think those key elements are incredibly important.