well you know a let's let's go back two years ago, again, the book begging for change, which I wrote 2002 I mean, so it's, uh, you know, I'm very proud of it. But it but it was a very challenging book for the sector. They know, I really went to town. But it was afterwards that I went to India, and I was frantically calling the Harper Collins from New Delhi saying, Oh, my God, I wrote an entire book, blaming the players. It's the game. And it was that's when I realized, Oh, my God, these you know, the reason that we fight each other is because we don't realize that we're down in this kind of gladiatorial pit. So I came back with this, you know, two ideas, you know, a, I'm not in the nonprofit business. I'm in the bravery business. You know, it's it's my job to make people overcome their fear, whether it's nonprofit leaders, whether it's addicts, whether it's politicians, whether it's volunteers, we're all burdened by fear most people's reluctance to change is because that'll shift my world and I'll have to adapt out, I had this little heart tattooed on my finger here. So that whenever I do that, I'm reminded, don't be angry. Don't be a hater, most people, because you can, it's very easy in our sector to be holier than thou. And thank all those people who don't want to vote the way I do or think the way I do. They're bad. And it's like, Dude, you know, don't judge. But secondly, again, this idea of, of the nonprofit Congress, when I came back from India, I was mesmerized by the Indian National Congress. And that moment that Gandhi had, when he did a Salt March and said, look, it's illegal for us as Indians to buy salt in our own country made in India, we have to buy imported salt, Indian, I mean, the British don't care if we're Hindu, Muslim, or Sikh. They don't care. anything. They just see us as Indians. We're the ones who see the difference. We have to this salt represents our kind of combined subjugation. So I'm like God, that the nonprofit sector could see past that and fine, what do we have in common? And I lid on kind of three things, you know, a, if you stopped the average person, 10 people on the street, just walk outside your office, when we're done with this conversation, stop 10 people, and that's what's a good nonprofit aid will be like, I don't know, no one will be like, I think I know. But I'm afraid to say because I might be wrong. And one will say, Oh, I know. It's the one with the lowest administrative overhead. And they'll all start to nod. Oh, I just aside, you think about this, the third biggest employer $3 trillion 300 billion annual revenue, Americans give like $350 billion to charity, if they don't know what a good charity. So that's a universal thing we have in common. Secondly, we don't get any media coverage, unless it's a scandal. And frankly, those scandals which sell papers, because, sadly, media knows that nonprofit scandals sell, that's created a jaundiced kind of view of our sector that we have to correct. But third, and most important, we don't have any say in the political process that oftentimes changes the landscape in which we have to raise money, and obviously try and make a difference. And so the idea was in all nonprofits look, big university, small little soup kitchen, we have these three things in common. Let's build around that, you know, let's put aside our difference for the specific moments in which we might come together. And in my opinion, those moments should be when we choose our elected leaders, you know, wouldn't it make more sense that instead of our historic model of let's go educate the mayor, would it be made more sense to elect an educated mayor? You know, who knows? Understand day one says, nonprofit sector? Are you kidding? Do you know much money nonprofits bring in from outside the city in? Are you kidding, I love the nonprofit sector, their major sources of investment dollars, in fact, I want to full time staff, and all they do is partner with the nonprofit sector to try and bring more money and I want to help them get more grants. That's the kind of leadership we need. Because, you know, going back to the nonprofits without nonprofits, again, not good, bad, right or wrong, but most electeds and most people have kind of a bifurcated lens when it comes to the economy.com business, makes money drives the economy.org. Charity, does good deeds, and don't pay taxes, which we do. And that line, and I think, you know, Becky, you mentioned earlier, that kind of serpentine path. I've always been vexed by lines, you know, it's like that line makes absolutely no sense. You know, the the line, if you will, the table that separated me, the volunteer from the recipient, why not bring everybody around to the same side and work side by side. So I've always been a burden and, and yanked by artificial barriers and things that we we kind of accepted as routine. But it's like, you know why? And that's one that I think we really need to blur. Because for a younger generation, whether you want to, you know, whatever your career path, what I see about the millennials and z's, and not to generalize, but it's a generation generations that don't want to choose between making money and doing good. And that's profound. And there's, there's experiments in that, but we have to go out and actually create that economy. And that's what I'm interested in.