really important to give leaders some real clear hope right now and strategy, because, I mean, this is about like, people's lives, right? I mean a lot of the nonprofits, I mean as leaders, you know, I think about, I know you all think about, too, like people have jobs. People are taking care of multiple family members, you know, multiple generations. You're serving communities that are relying on you, and so we need to be there for them. So I just, you know, I think the rest metaphor is really important, not just as like, hey, every quarter, let's take a couple days off, kind of a rest, but let's rethink how we engage in relationship with funders, because I think the urgency and the crisis can actually diminish trust, as opposed to building the trust. And so I just wanted to get, like, really practical about what I mean, or what it means to me when I think about rest and the air between the logs, I think about, like, really tangible practices like pausing the hustle, you know, creating strategic breathing room. What does that mean? Maybe that means for a nonprofit leader, prioritizing fewer, better aligned funders, instead of chasing every opportunity, walks right, chasing every opportunity space between the logs. Doing you know, prioritizing fewer better aligned funders. What does that do? It's going to create the space to be in deeper relationship with your funders, who really understand you and who understand your mission. It's going to give you a chance to reclaim some time for strategic thinking, rather than scrambling and that frenetic energy we talked last time about COVID and the spending time in the important, not urgent. How do we create space for that? We need to make some choices as funders. So I think, you know, we really want to think about what's adding fire, you know, versus smothering the fire. And so I think that's a real, practical invitation I would offer to leaders, you know, right now. And I think, you know, another piece that I would offer is is really leaning into the storytelling, you know, as space that a lot of folks right now, they want the data, the analytics, the metrics, and I think even more important is the storytelling, because it brings in and centers our humanity, right? It creates more spaciousness, more spaciousness, more opportunity for that connection. And so I think sharing these stories can really slow down the frenetic energy that some funders may have, or that that certainly the groups have, and build this relationship that's not just rooted in crisis after crisis, but really inviting funders to be a part of this story that we as nonprofit leaders are building in our communities, and not making it a transaction. So I think I want to make sure folks know that for me, air isn't about like not doing anything. It's, it's, it's really about recentering, intentionality, relationship even your breath, you know, versus that frenetic kind of pace that we're allowing to guide us right now or again, like stacking more logs, like even, I think, in. Times of scarcity for me anyway, a just fund, you know, we rely on grants to to operate, and it's a practice that I am being disciplined to cultivate where I'm choosing to create this space, choosing to prioritize fewer relationships with funders who really understand what we're doing to create that opportunity for me to have more time for the strategic thinking, the deeper relationships, the kind of the pause instead of the, like, frenetic or, yeah, we'll build that Sure. We can do that. You know, yeah, I can. I'll take that money, and we can do that sure, you know, really just thinking about, where is the alignment, and, you know, how can I connect with people who really are working towards the same vision, the same North Star,