I mean, look the system. I think one of the things that I really want people to see in the book is nuance and be prepared for with the book is nuance, like we need to be able to hold multiple truths at once, like we need to be able to say, I did not create the system that is the problem, and I have a lot of agency in fixing it, right? I think, like, when we are in a stress state, we get into a lot of binary thinking, and we deflect a lot, and we were like, oh, it's either this or that. And the reality is we really need to hold the truth that it can be all the things. So I talk about, you know, the history of the nonprofit sector, and how, really, starting at the Gilded Age on, you know, with the development of tax law in the US, and how those things sort of have led to this, you know, this underlying scarcity mindset around the sector that, once again, is not our fault, that that exists. But there, there's some like fundamental kind of scarcity beliefs built into the nonprofit sector, and those, those beliefs and sort of cultural norms around the sector have led to these transactional ways that we have been taught to fundraise. And in the book, I give five of them. But you know, they might sound familiar, like looking at the Rolodex, or feeling like a car salesperson, or sort of like these different ways that we're trained to prioritize, to put money first right, to put money first in terms of how we think about how we think about these things. And there are a lot of different factors that contribute to scarcity mindset and transactional fundraising. There's stigma around money and the sector. There's sectorism, right? And so in the book, like, there are multiple times that I sort of try to to toe that line, like, there is yes, is there real material scarcity in our sector? Absolutely. Many people are dealing with it personally. They're dealing with it every day in terms of like fulfilling their mission. And scarcity mindset is not that scarcity mindset is an additional set of beliefs that layer on top of material scarcity that further inhibit our ability to actually address material scarcity issues. So we need to be able to hold those two truths at the same time, to say I feel this, and it makes sense, because here's what I'm experiencing every day, or here's what I've experienced throughout my life, and I recognize the ways in which my thoughts on top of that are creating limitations in my ability to solve the underlying problem and so, so I sort of like frame, frame those scarcity beliefs, the transactional ways we've been taught to fundraise, up to say this is what has brought us to this critical tipping point of a staffing crisis and declines in financial giving to the nonprofit sector. Because both of those things, in my opinion, are caused by these transactional ways we've been taught to fundraise that feel horrible to donors and feel horrible to us. And so in the like following chapter, like, I go into a lot more detail around those different transactional practices and and stigma and all of those different pieces. And then in the next chapter, what I really talk about is how all of this relates to how we feel as fundraisers. And I talk about the difference between discomfort, dysregulation, chronic stress and burnout, and the decline that we see from discomfort into burnout, and what some of the primary causes are of that, I think one of the things that gets really complicated, and this was so hard to write, this was so hard to figure out how to write, honestly, is like, discomfort is not always bad, right? And I feel like sometimes we see things where it's like, you know, only go where it feels good to go, and then you'll find alignment. And it's like, well, not really, because oftentimes our brain misfires, right? And so sometimes we experience discomfort or fear when we're actually trying to stay in alignment because, but it would be a lot easier to people please, or it would be a lot easier to, you know, just do that thing really quickly. Or it would feel a lot better to just check that box off my Monday board, even though that's not really my priority, right? And so discomfort part of in the book, I really talk about different forms of discomfort, and then how discomfort that comes from transactional fundraising and misalignment is what ultimately leads us into more dysregulation, chronic stress and burnout, and that there are these five elements of fundraising that actually have been scientifically proven to increase chronic stress and burnout, and those are rejection, uncertainty, pressure, isolation and power dynamics, so all five of those things which are so common in fundraising have been scientifically proven to lead to more stress and burnout, and so we have to, we talk a lot about overwork in our sector, and I do think rest is important, and I do think like we over addressing overwork is important, but that is only one layer of this problem, like if we do not, if we do not address and have tools to deal with, the rejection, the uncertainty, how pressure feels in our body, the power dynamics, isolation if we don't deal with all of those things, even if we got everybody to stop overworking, we would still be seeing The burnout we're seeing today.