So I would say, the approach that I took and and that works is, I'm gonna look at the big the big picture. So as far as the board chair, you should really strive to have an authentic relationship with your board chair, and have a standing meeting, at least once a month with your board chair. That's where you go to lunch, you talk about what's happening in the organization, you talk about, you know, what are some of the challenges, so I'm going to help I'm going to need from from you and from the board. And then that's going to build that relationship for not only when they're board chair, but from when they're not board chair, and they're just on the board, they're going to be your board champion, they're going to be your advocate, because they're going to see how much work you put into it. And then the board and whole, I made it a point to meet with every single member of my board, at least one time, face to face, outside of a board meeting like this, you have to do that. Because again, you're building relationships with them. And then I identify three to four people on the board. Now I had a board of 21, I want people to know that I identified three to four people on the board, that were going to be my board champions. And what do I mean by board champions, those are the people who have your back, you know, you want to affect change, they will be your voice for you is coming from a board member, you, you might have stuck your foot in your mouth during a community meeting or something like that, which I've done, they're gonna come and smooth it over with the community. That board member who, you know, you have a conference and you want to take some a board member with you and introduce them to something new, so they can come back and advocate it to the board. Those of your board champions have about three or four them and they don't have to be the board chair. They don't have to be but they have to be people that other board members respect. And you really really focus on building a relationship like on a genuine friendship with with these champions. And that really is what I found to be the key is to have those board champions have where you Elise, communicate, go to lunch, I always say go to lunch because I love food one and two, you know, you build relationships over food, right? And so I would go to lunch or breakfast again with a board member, every single board member at least one time outside of the board room setting and meet once a month with your board chair, face to face, not email, not text, face to face. And I found that that really works. And not just anecdotally, I found that works because board members who come back to me board chair to come back to me and they said you know, I really appreciate that you develop that relationship that you provide it reminders that you, you know, you you had that. And I thought, honestly, I thought I was being bossy. I sometimes I question Am I being too bossy? You know, these are my bosses, but I'm telling you what to do, am I being too bossy? And they've come back continually and said, You know, I appreciate what you did. You held us accountable. I it became, I had one board member, his name is Joe Kyoga. And he's a president of a bank. And I really love Joe. And Joe said, you know, at some point, it became where I did not want to disappoint you. And I was like, thou, you know, you've arrived, he's like, it was like, Man, I don't want to disappoint Sabrina. So I better do this. Or I better do that. And he said, I was set aside an hour and say, Okay, I'm gonna work on everything that she needs me to work on during this time, because I didn't want to disappoint you.