Yeah, um, and I would say, I mean, this is kind of a newish, you know, field I, you know, I think that I, when I was kind of coming up in the working world, I never had an interim anything, basically, until the last couple of years that I was in senior leadership, um, so I think, you know, one thing that I encourage people to recognize is that a lot of times when there is transition, whether it's a positive transition, whether it's tumultuous, is it does impart some level of trauma. And, you know, I use that in quotes on the team that's remaining. And, you know, I think sometimes people don't recognize because they just want to get back into it. This is kind of, you know, I guess the theme of our conversation, they want to just get back into it, get back to the strategy, get back to the donor reports and relationships that have to be managed. Get back to me to make sure the board is feeling safe and confident, that they're not taking time to understand the human element of it, that there are people that are going to be having feeling some kind of way right and so taking the time and space to understand what it is that they're feeling and what it is that's going to be required to help make them feel empowered and strengthened again as they work through it. You know, can't, can't turn off the light switch to for people to kind of, you know, manage their emotions or potential grief. Honestly, I've seen a lot of grief with some of these transitions. If they were really close to the senior leader that's leaving again, if they're, if they feel like the hand, the transition was botched, and, you know, they're, they're now mistrusting of the leadership. So there's so many elements around communication and making sure that you are kind of, you know, having lock in lockstep with, you know, kind of the story that you're telling around the transition, you know, understanding people's feelings, you know, that might have been impacted by it, how that transition is impacting other teams, or not. So there's a lot of initially, you just kind of have to be a fly on the wall and kind of read the room a little bit to kind of see what's really happening underneath what people are actually sharing with you. So I'd say the best transitions I've seen are ones that had a strong communications plan around it. So it means the senior leaders in the board are getting together to talk about what like, the reality of what happened, and not trying to skirt anything under the rug, and figuring out which pieces are going to be communicated and how making sure your directors and managers are trained to be able to share that information with the teams, making sure the managers are trained well enough to be able to handle potential sort of emotional disruption that might occur because of the transition and giving people that space and grace to work it out, however that might need to happen. I've seen it happen where we've had to head off, have all staff meetings where I come in and sort of explain my role in the team, in the in the process, and kind of how I approach things. And you know, I like to say, like, I'm an advocate for the staff, and I'm here to help support the organization and make sure that that stays stabilized, so that the work can get going. So I have, like, this really interesting middle role where I'm playing the hat, you know, wearing the hat of advisor and therapist, and, you know, like, you know, everything. So just understanding the different elements that are that are making up this transition, and just being very intentional about how to address each aspect of it, and also being honest that you don't have all the answers potentially, right, and that they, you know, perhaps creating a system or a process for, you know, things to be iterative, for people to sort of express what's working and what's not, regular checkpoints throughout maybe a three month process where folks can talk to their managers, and the managers can then relay that to the senior leaders, So you can address, you know? So there's there's ways to do it, and I think again, the most successful ways is when there's transparent communication, when there's trust, and time spent to rebuild that trust and understanding that folks are going through things potentially and then rallying people to get together around a common purpose, right? I think that's also a piece that's missed a lot, is people again. Just want to get back to the way things were, as opposed to there has to be a rallying moment where people can align with something again and feel like they have a purpose for something again and like they're working together as a team to accomplish something that's usually like the part that I just sort of really encourage organizations. When I step in to make sure that we have this very authentic rallying moment, you know, once everything else has kind of been worked out, because you don't want that to feel fake, right? So, I don't know if that actually answered your question, I feel like I kind of went all over the place, but I'm just sort of picturing the different environments that I've been in and the things that I've seen that have worked really well to make organizations handle that transition successfully.