So for me, in my mind, like there's two levels of answers. There's one level to where, like, these are things organizations should do tomorrow, and that's at the nonprofit level. So I'll start there. These are like the easiest ones, I think, to really digest. Two things come to mind. One, we have to really think about sustainable growth for our organizations, because a lot of the stressors that people are feeling when we back them out and reverse, like, why is this stress placed on this person at this time? It all does back out to what we're considering, you know, scale and growth, which is tied to our concept of success. So I want us to really interrogate for each nonprofit, like what does success look for you? What does it mean for you? Like, how do you gauge that? And I think in this, this race to scale, we're losing so much of the things that are meaningful to us, you know, including protecting our humans, right, like we're losing that. And so that's like one thing is think about sustainable growth. What does that mean for you and your organization? What does success mean for you and you know, it's not an easy answer, but it is something you can like tactically do. Another tactical thing you can do is really acknowledge your need for organizational slack. I don't care what nonprofit you are like you need organizational slack. And organizational slack is just admitting that you can't kind of go all out 100% with all of your resources, maybe you can only schedule 80% of your resources and leave 20% for like things that pop up. So you can't really like push things to the max with a resource you have, you have to have some slack built in intentionally, because things happen, right? Like, that's just life, you know, things come up last minute. And so if people are already maxed out in terms of the amount of work they have on their plate, they have no room for extra stuff, which I think so many of us are feeling right now. So just build in organizational slack, like as part of your strategy. And those are two very easy things, even though there are big things. I think the second level of answer is more like on a sector level. And so I think the questions to move us forward are less about deciding what to do and more about deciding who we want to be. And these are like deeper as existential questions, which I find really exciting to move into unhealthy, unhealthy, unhealthy. And I've been thinking about this, there's a systems guru at MIT, his name is Otto Scharmer, S C H A R M E R, we can link him in the show notes. But he's just like a fantastic systems thinker. And he talks about how we have this need to upgrade or operating system. And I love this example, because it's so much like we can all we all know, operating systems from our cell phones, right? Like, cuz you have to update your system, it's annoying, like things get reset. But if you think about, why do you upgrade your operating systems, you upgrade your operating systems, because if you don't like you have enhanced security risk, like developers, you know, regularly find and fix security holes, like protect you against viruses, you have new features that rollout so if your operating system isn't upgraded, like you won't get those. And you also have compatibility issues, right. So you can't put like car parks for a 1960s car on a 2000s model. Like it just it's not compatible, right. And so I think that this is such a great way to kind of wrap your mind around this nonprofit system of like, we need to upgrade the whole operating system to where, you know, it's more updated, like things can be applied, we can think more about taking care of people. But ultimately, I think it'll be a more regenerative space for staff. And that's the question like I really want to move us into is like, on this podcast, but also just, you know, this year, right? Like, how do we upgrade our whole operating system in the sector, because we're past due, you know, things aren't working. And if you don't think about it at that system's level, then you're just talking about singular issues like retention donor, you know, donor attrition like, and it's more than that, you have to look at the whole connected piece of it. Because if you don't look at that, then you're just you know, updating an app here or there. And eventually, just like the whole, the whole thing isn't going to work, right. So that's where my mind is going in terms of solutions.