So the first thing I would say is no one lacks the capacity or ability to be resilient. And what you were saying, Becky about taking our I won't say taking our power back, because I am not going to concede that anyone has taken it from us, but recognizing our power. I think that if you are listening and you are a nonprofit leader, you are on a nonprofit team, you are on a nonprofit board, understanding the power you have to design the institution that will have the impact you wanted to have is almost more important than how much money you have in the bank. Because when I was building my second organization, maybe nine months in, I had left my law job, I had borrowed money from my parents, I had given up my health insurance, and I was sitting in a tiny office as the market was crashing. I left my job in 2007 and then 2008 Yep, 2008 happened. And every source of funding that I had counted on, that I had cultivated. I didn't even really understand fundraising, but I just been talking to people and me like, this is the money I need. And the people I had two law interns who were going to come work for me, everything went away, and we had one of the most incredibly impactful years, 2008 and 2009 in terms of actually transforming the lives of young people that I worked with. And I'm not saying this to like, pat myself on the back about the work that we did, but what I always believed was that the impact comes from my belief that we can have impact, right? So your resilience comes from your belief that, and I'm a bit Woo, I will admit your belief. It's okay, right? I know we've talked about it, let's do it that you can design the institution you need. And if you are designing it with $50,000 it's going to look different than if you're designing it with $5 million but the design is the same, right? So if you are a small team, and you look at these three elements, right, the clarity, the capacity and the capital for clarity. It's as simple as can we explain our mission and our theory of change to a 10 year old, pull out a Google doc on that Google Doc, right? This is what we do. This is who we do it for, and this is why we do it this way. And when you can write that, hand it to a 10 year old, and have that 10 year old, I'll volunteer my son. He loves doing stuff like this. He's 10, right? Have that person say back to you, Oh, I get it. That's your clarity, right? And then you take that and you sit down, if it's just you, okay, if it's you and your friends and family board, bring them along, and you craft a plan for the year. This is what we want to accomplish by the end of this year. That's your clarity, right? You can do that with one person. For capacity, we always think of staff. I remember one of the most powerful conversations I had when I was building my team. And you guys, know, I was part of my sustainable sisterhood, Executive Director, your sustainable Me too, me too. They're still amazing, wonderful women in my lives. But as we were all growing our organizations, and this was, you know, the maybe early 2000 10s, I met them. A lot of folks in the nonprofit sector still thought about staffing in terms of how many full time employees, FTEs do you have on your team as a sign of like success. And so every time you thought about capacity or your team, you thought, how am I going to afford another full time person, and so it meant that you grew a lot more slowly than perhaps you needed to. And I remember having a conversation where and something just shifted for me, and it's still what I coach on. We were talking about everyone in our communities that cared about our mission, that could help us achieve what was in that one page annual work plan. Some of those people were paid as team members, and some of those people were advisory board members. They were a board of directors. Right? For those of you who run organizations, you're like, What the heck is my board supposed to do this? Right? So your team, your capacity, your people power may not be if you are a small organization, just the people that you can afford to pay. Think creatively about advisors, mentors, volunteers, partner organizations that have capacity you don't have, where you can bring the content. So thinking about all of the people that care about your mission. And when you're small, it will often be unpaid connections, right? Your leverage network, is what I call it, and then third your capital, when you're small, think relationships, right? You want to be building relationships, building a community. I have a lot, I get a lot of pushback from folks about building individual donor bases, because it feels charmy to some folks. What I will say especially now, I have just been like touting this horn since January. Now is the time to be talking to your people, to the people in your community who have an affinity for your mission, and especially if you're small, now is the time to say, we have to do this together. Will you support what we're doing? Right? This is the time to get on the phone and talk to funders and say you have pots of discretionary money. How can we talk about leveraging those pots of discretionary money for X, Y and Z. End goals, how can we work together? So that's it's the same. They're the same questions for a small organization, but understanding the sort of scope and scale of that, clarity and capacity and thinking creatively about capital is really how it might look different for small versus larger organizations. Yes,