I just think if he were someone that walked into the present, he, there are things that would probably confuse and surprise him, but I think he could survive and thrive. And we could learn from him. That would be very exciting. But to answer your question, John, I think we have really thought a lot about a couple of frames. I mean, one is really seeking out leaders who are proximate to the work they do. And I want to highlight proximity, presents itself in many different ways that can be about where you came from. And, and what I've learned over the time is different people describe came from in different ways, it could be like where you grew up, it could be where you visited your grandma in the summer, it could be where you went to college, it could be that very first job you have. So I also want to say proximity is very much different for different people. But we look for people who when we say like, why do you do this work? And it seems like such a kind of like, silly question, it usually goes back to something deeply personal, which is true for many people, but not for all. And we really are trying to find the people that they say like this grounds me because and not just the leader, but the team, the board, we asked really do ask questions to understand who's surrounding the work. I think another thing that we've tried to bring is a belief. And this is it's a very simple mechanism, we primarily make general operating grants that are multiple years. And we do that because our belief is that we want to support what you're doing, we don't want to come and say, Well, we really liked your work in Denver, or we really like your work with seniors, we pretty much just believe the most important thing we can do is value your work the way you've conceived of it. And so if we come to a place where we feel like this is not a fit, like, we'd rather say to you, this is not a fit than Hey, this is not a fit. But if you could tuck yourself into this smaller box, that would be a fit. And so my gosh, I feel hard to Zane. Part of that really is about this piece around building community by bringing together leaders and groups of leaders who all then have started the work and are doing the work because that's where they want to be. And that's what we're supporting. I'll also share a story that was I also think we bring a lot of optimism to the work. And when we go back to this piece we talked about earlier about belief. And we gathered a group last year or last week of folks who are independent bookstores, and we're exploring the question of what would it look like if independent bookstores could become hybrid in their structure so that they could have a nonprofit which would then allow them to bring in dollars for the incredibly strong community work and program work that they historically do at a at a financial loss. And I was talking to one of the bookstore leaders at the end, and I made a comment like, oh my gosh, you all love each other so much. I'm so glad you got to meet each other by coming together. And what she said was, Oh, I've known these people for years. However, I see them differently now. Because I used to see when I would come together in a community of booksellers. We basically saw ourselves as people who ran failed businesses. And we all had this shared belief that the businesses we ran were important. And what you've now told us is that we are the leaders of successful community creation engines. And by seeing myself differently, and by seeing this group of peers differently. It's it's reengaged, the possibility of my work and my work with these people. So what you're seeing is not like meeting people for the first time. It's seeing myself and everyone else differently for the first time. And I was really struck by that. And I will say it's not the first time that's happened. So for example, in two different flavors like last year, we did a grant round that we called Climate special grant round, because we're not super creative. Sometimes it naming things by clarity is kind of what that grant exactly. I mean, everybody knew what it was about. So we've reached out to just organizations in the portfolio and said, climate is everywhere. And climate is not only our existential threat, climate is our real threat. So we're not saying please create a mission creep project. But if you've all been sitting around as a team and asking yourself, if we had a little bit of money, and we're watching this climate thing, this is what we would do. Tell us what that is. We'll give you money for it. And it's restricted grant, admittedly, we'll pick 20 organizations and we'll gather you together in a cohort for a couple years explore what it would mean to be Climate Leaders, coming from a place of non historically non climate focused work. And we brought that group of people together And it was really, it was funny because somebody who was fairly new to the team said, Do you think we should, like, you know, encourage people to work together or do something to make that happen. And my response was, now that'll happen by itself. And it does. Because when when, when people find that shared possibility, they actually find it all by themselves. And granted, we'll do things like curate lunch tables, or curate tables to be in conversation about something, because we have theories that if people find each other, that energy would, would, would spark. And then a third example, we also have a group that focuses on urban gardens, that focus on high school youth. And we have about 12 or 15 of them around the US. And we brought them together for gathering. And sometimes we offer this thing, again, not super creative, called the travel grant program. Which means if you are in a cohort, during the time of the cohort, you can travel to the locations of other people's work in the cohorts, you can see it because we believe that actually like you can show people pictures of gardens and bookstores all day long. But if you're really a bookseller, you don't get the book. So you don't get the bookstore till you walk around in the bookstore. And if you're a garden person, that's like a couple of acres of land, the only way to experience that is to walk the acreage with the other people. And so a number of folks recently, we have three of those urban gardens that are in New York. And so people from Chicago and San Francisco, a bunch of people all went to New York together and they visited the three New York gardens together. And I think it was transformative. And and again, goes back to that piece where it isn't seeing your work through the possibility of something larger, it really allows you to see the power of your work in a much more narrow way. And that you're that you're part of, you know, you go back to movements, I really think a lot of this these moves. This is like that, particularly thing as a libertarian movement around food and around food access and around us being able to be much more sustainable in the place where we are. That's pretty powerful.