Yeah, it's, I love that, and I love that quote, and because I think so much about culture, and I think about, how do we grow a culture, right? We're not trying to, like, a lot of like, leaders hear that word, and I'm like, uh, right. Like, uh, someone's gonna try to come fix me or tell me I'm doing something wrong. And I just want to acknowledge that culture is something to manage over time, and it's something to make intentional decisions about and to make small shifts toward. And I also really want to acknowledge what you said is that people, especially in nonprofit world, and if you have, like, an executive director with a small team, it's hard, right? It's hard to know exactly, like, what are we saying yes to? What are we saying no to? What's the impact if we do say no? I don't know if we have capacity, but I'm also sure, not sure I have capacity to say no, right? So just really want to honor that. Because when we think about making these shifts toward cultures where people can thrive, it is just like one small step at a time. And so when I think about these steps we can take at the individual level, you know, I think a lot from the leadership level and from the staff level, and I think from a leadership level, just even pressing pause before we say yes, right? Just taking one minute before we say that we'll commit to something, to know that at least acknowledge it's an option, right? And to be able to ask that question This is where I do think strategy and strategic plan is so valuable, is to say, like, is this truly aligned with where we're going, or does it need to go into the folder of like, let's revisit this when we have a bit more space, right? It doesn't always have to be like yes or no. It can be like yes or maybe later, really just allowing that to even be an option. The other thing that I really think about is, how do we engage people in their own work, in their own development? As leaders, we're so taught to have answers, right? Have the answer, have the solution, have the project, have the next step. And we're moving into a culture where, especially people who are newer in their career, they want to have a voice, they want to have an impact, and they want to have it now, so we can engage that conversation, instead of me having to have the answer to tell you what to do, to say, hey, what do you think? What have you experienced in the past? In just acknowledging somebody's expertise, regardless of where they are in their career journey, it empowers them to have a voice in their work, and people want to have that empowerment. That is, we empower people. We're automatically setting the stage for people to be able to thrive, right? Of course, there's more that goes into it, but like, that's how we set that stage. But the other thing it does for us as leaders is it, like, actually takes it off our plate, right? So now I'm gonna thrive a little bit more, because I'm not trying to solve everything. I'm giving some of that to empower my staff to make space for me. And it's an individual step we can take to be able to create that opportunity for people. So I think a lot about thriving so corny, like thriving and striving like humans are built, like we are meant to strive. And when we get that opportunity and we feel empowered in it, and we have some autonomy and some agency in it, then we create that opportunity.