Yeah, Becky, you know, this is, this is where my heart is, because I talk to fundraisers in house every single day, who tell me I don't think I can do this anymore, and I've been that. I've been that person more times than I can count. It is why I am consulting, because, not just because I didn't want to go through another job search, because I didn't want to go to another organization with 40 responsibilities listed on a job description and be expected to magically double revenue in a year, which is what we're seeing, you know, and so so much of that, it starts with our job descriptions. It starts with what we are expecting people to realistically accomplish and you can have somebody who's been in house for seven years, and you can, you can do this exercise, right? You need to figure out everything we just talked about. What are the two areas that are really going to move the needle for your organization? You can only pick two, and that's how, that's what your person should be focusing on everything else, it's either not a priority or you've got to find a way to outsource it. I mean, I did an exercise. I went through the just I clicked on the first 15 job descriptions that popped up on LinkedIn for Director of Development. Just the I don't even know what these organizations were. I just looked at the first 15, and I listed out the average number of bullet points, and it was over 20, I think. And some of these responsibilities were what I said this before right to basically be an entire fundraising department as one person. And people will say to me, well, but if you're a director, you're overseeing all of those activities, but I've been a development team of one more times than I can count, and we are hiring directors of development as the sole fundraiser, because we're saying, Oh, well, we're going to give them a lot of responsibility. So we can't hire somebody entry level, and we want them to raise a lot of money, so we need somebody who can do a lot of things. I mean, it's a recipe for burnout. It's a it's just your recipe for burnout. You hire somebody with that level of responsibility, and they're just not going to stick around. It's why average fundraising turnover is 18 to 24 months. Some estimates say it's as low as 16. And people will say to me, well, we don't have a staff retention problem. We just can't keep fundraisers. That's a problem, right? You have organizations that their programs and their communication staff have been around for years, but they're going through new fundraisers every 18 months, and they and they, they think that it's a problem with fundraisers. They don't see that it's a problem with how we've built fundraising. And I've seen people say, Well, I say, where did you get this job description? Oh, we just looked at LinkedIn. We copied, like, what looked good from another one that we saw. There's no thought behind it. So it starts with hiring and making and getting really, really clear. I mean, imagine, and I actually did see two of the job descriptions I saw only had seven bullet points, and it was, like, very clear that they were going to be focused on two priority areas, as well as, like, some database, you know, just there are things the 55% whatever that looks like. There are all things. You know, it's not that your your fundraiser can only be responsible for two or three things, but it's what are they actually caring if you want an annual giving person who's going to be talking to donors every day, and then maybe you they shouldn't also be. Be writing grants, because those might be two different skill sets. Or if you want a grant writer, they probably shouldn't also be responsible for planning events. It starts there. It starts with getting really, really clear. And again, I'd say, even if you've already had somebody on staff for a while, sit down and say, You know what you're probably doing too much. We want you to only focus on this, right? And then from, you know, from hiring, I argue it goes into onboarding. What does it actually look like? The number of fundraising staff, especially in an increasingly remote work world, who have never seen their programs in action, is insane to me. I did a poll on this on LinkedIn one time it was something like 70% of people who answered the poll have never actually seen their programs. You hire somebody to be a fundraiser in your organization, the first thing I want them doing after they've gotten their email login is seeing your programs. I don't care if you have to fly them halfway around the world to do that. That needs to be built into your budget, right? They need to see the work that you're doing, because otherwise, how do you talk about it? And fundraisers pick up on stories that nobody else really does. You know, I remember I got to see programs in action one time I was in East Africa, and I spoke to a woman who said that she took a bus 15 hours one way to attend this program, that we were doing 30 hours round trip on a bus. And I was like, that's a story that is the impact of the work we were doing, that this woman spent 30 hours traveling just so that she could experience our programs. And that's not something that anybody would have ever really thought is worth sharing, right? Because when we think of program staff, as much as you know, as great as they are, they're thinking impact numbers, they're thinking delivery. They're not thinking as much about the experience and how that tells a story. So when we think about hiring and onboarding, it really needs to be from this perspective of slowing down, taking a pause. I'm very on theme here for you guys, and understanding how we're setting people up to succeed in their roles. You know, to, you know, back to what we're talking about with year end, if somebody is, and I've been this person executing a year end fundraising campaign and following up on every major donor who writes their checks on December 27 every year, and writing the grants that have midnight deadlines. Can we please stop with the midnight deadline on December 31 like these foundations really just just need to not do that. But how do you not burn out when you're when you're doing that? Right? How do you go through end of year and then January 1 rolls around? Now you're like, oh, I have to steward all those donors. I have to start writing tax receipts and thank you notes and calling, making phone calls and and, and and. So there's just no break, right? And that's where this becomes so critical, is maybe you need to hire additional support. Maybe the three grants that you have due on December 31 at midnight, can be outsourced to a consultant or a board member or a volunteer, because those grants, they're time consuming, but they take more time for an individual who's multitasking running a whole development department on their own than somebody who can say, Yeah, I can spend 10 hours writing a grant between now and the end of the year to support this organization that I trust and know or right? You know, it's, it's volunteers, it's board members, and sometimes, yes, it's consultants we can hire out to do those kinds of things, you know? And so it's like, how do we pull things off of our plate? I'm increasingly seeing build a culture of philanthropy as a bullet point on a job description for a fundraiser and a culture of philanthropy is about an organization where philanthropy is woven intrinsically through the entire organization, not when everything is the responsibility of the fundraiser, but now we want the fundraiser to do all of the fundraising and somehow be responsible for teaching everybody else at the organization why their work is important. You need a culture of philanthropy before you can successfully hire fundraisers.