So there's, well, there's that there's that divide. What's interesting. So I read a book a while ago, that really changed my perspective on life on leadership, kind of as a culmination of years and years of personal development leadership. up and excited Scott is by an M. Jocko Willink, who used to be a Navy Seal, great book, Extreme Ownership as the name. And he now has gone on to be a business consultant. And the point he makes in the book is that there's power in Extreme Ownership. So he gives an example, when he was, I don't know if his platoon commander, I don't know what the actual name of but he was leading this group out and maybe as a platoon, I'm not sure. But he talked about how his team had basically snuffed out, they'd mess up, right. And so when he came before them, and in the debrief afterwards, he says, Hey, first of all, guys, I gotta admit that I dropped the ball on this one. And this is what he reported to his superiors, I dropped the ball, you know, I take full ownership and complete responsibility that you guys didn't know where we were at at the right time. As a result, there's some chaos and confusion that happened, that kind of thing can get someone killed. So he stood there powerfully and took ownership. And then what he did, then he then took to the team, he said, Now, Ryan, you're the communications guy, you're the guy who's in charge of getting the map ahead of time and coordinating with the people back in the field office, so they know where we're going to be at what checkpoint? So that is all on track. That didn't happen. Ryan, why not? Why the hell not. And so then Ryan gets the opportunity to be established his integrity. So there was like this idea that like, I own it. Now, in the arc, what I've seen in the architecture industry is just with inexperienced leaders, since we're not taught leadership and don't want to go through well, not most of us haven't gone to the military. A lot of times there is, there is blame, and lack of individual ownership for the firm leaders themselves. So when firm owners are telling me about the challenges that they're facing around staff, they never show up. And they say, Well, you know, my leadership is crummy. And I never learned how to motivate inspire people. It's always like, Ah, I'm frustrated, because seems like I'm doing the same tasks over and over again, or I gave my team a task, they're indecisive, they can't make any decisions. It seems like they're always waiting for input for me. Well, when you look at that, like, Okay, who is the one that built a team that's always waiting on input from you? Did you use an HR consultant? Was there someone else that came in and built your team for you? Who was the one that developed the roles? Who was the one that decided, this is the caliber of people this is the experience level people, we need to be able to help me perform the best of my job. So I would say the first thing, right is just very much a lack of accountability for small firm leaders, just just not even looking in the mirror, just blaming their teams just saying, Oh, it's just my team's fault. You know, it's, it's the millennials, it's this isn't a millennials, it's the it's the Generation X, instead of taking the look in the mirror and saying, hey, it's my leadership, where am I dropping the ball here.