it. That's it. It's, it's just it, because power comes from taking actions. So if that, I'll give you an example. So back when I was at the last firm that I worked for, which was eons ago, you know, it was a great firm, it was great, I got good pay, there was a lot of great things to say about it. However, at the time, when I was working there, there were a lot of things that I was like, you know, I was kind of like, that's not working the way it should, I don't like how the firm owner does this, or he shouldn't talk to people like that there was a lot of this happening in my head, this shouldn't happen this way. Oh, we shouldn't charge this client more. We're operating inefficiently here, blah, blah, blah, blah, blah. So me seeing either real issues or perceived issues in the way the practice was operating? Okay, that's, that's the noticing. So there was the awareness of missing some things. And then there was a judgement interpretation about those drivers thinking, Oh, I could do it better, or there's a better way to do it, etc. But the issue was, is that I never brought those issues up powerfully and express them to the firm owner in a constructive way. So then what ended up happening is I had a three very small slice of resentment, just walking around with this idea in my head that I knew things were better, but like this unsettled sense of things aren't exactly as it should be. But here's the problem. I never expressed those. Well, number one, back then I didn't have the I didn't have the capability from a leadership perspective, to be able to express those things to a powerful way to the firm leader. So we could come to some sort of consensus. Now contrast that with an email that I got just last week, from an employee of an architectural practice, he reached out to us because he listened to the podcast, he can see in his practice, it's a lot of things that could be improved. And instead of just complaining about it, he sent us an email, say, hey, Enoch, I'd love to get on the phone with you and talk about our practices that are you a firm owner? He says, No, I'm employee. I said, Well, how about we do this? Why don't you, you know, see if your see if the owners share your concerns. And if they do share your concerns, then invite them onto a call with me, and we can talk about it. Right? So he went back had a powerful conversation, he came back and said, Yep, firm owners say they agree with the concerns as well. And they're definitely interested in looking at ways to solve these problems and issues. So you know, contrast those to my the way that I was before complaining whinging, Ryan, as you would say, and, you know, lacking power to this young architect who's listening to our podcast, who actually took action. So he wasn't just he that turn that complaint or that unsettled feeling into an action, that's then going to produce results, assuming they decide to get help for these issues. So that's, that's what we're talking about here, when we're talking about lacking power, is that when we're in a space of complaint, we lack the ability to make any changes because we kind of throw our hands up and say, c'est la vie. It just what it is, it is what it is, I have no control here. I don't have any power here. I can't do anything. It's the firm owners, the only ones that decide that thing. That's not powerful leadership. That's not, you know, what would the world be like if Martin Luther King had said that, oh, I don't have any power. There's nothing I can do here. What's a guy like me, a black preacher from the south, no one's going to listen to me, I have no impact. Or what if Jesus would have said that? Oh, you know, who am I just this crazy fisherman carpenter guy from Galilee, you know, I should probably just stay at home and become a carpenter. You know, we look at someone like Gandhi, what of Gandhi would have said, Man, those Brits they sure are powerful and strong. And who am I to try to say anything? You know, I'm just, I'm just a lowly Hindu practitioner monk, I might as well just mind my own business. Right? We would be the It goes without saying that the world would be worse off without these amazing people to do these things. So as a listener of the podcast, consider that if you if you have complaints, and you see things that need to be changed, this is good. They're there for a reason. They're catalysts to cause you to change. That's what discomfort is for that's why suffering what are the causes of suffering is like when we're suffering, it moves us to action, it moves us to action. But if we're scared about conflict dealing with people, if we're scared about confrontation, if we want to always, you know, make everyone feel good about us, and we're not worried about a little bit of upset, then we'll never be able to rise in our power, like we need to be to be able to make the impact that we're being called to have. And so the culture complaint is giving up our power, it's giving up our agency and saying, Oh, well, I have nothing to do in the matter, I might as well just might as well just go eat worms. Nothing can be done here.