We've worked a lot with not for profit organizations or social purpose organizations, and they have fallen in love with their social issue, which is magnificent and beautiful and incredibly invaluable and important. But in falling in love with the issue. What gets lost or becomes a bit opaque is most of the world is not in love with your issue. So the first step is to see it from the perspective of I don't care at all about your issue. The second important first step is What's your theory of social change. And the typical theory of social change is awareness. Right? more awareness, more awareness, and then maybe you can ask somebody to do something, okay? Because awareness gets people comfortable with the topic with the issue with the condition with the challenge the opportunity, and then maybe you can ask them to do something which is typically give us money, we have a completely opposite theory of social change. And in large part because we are so bombarded with awareness, awareness, talk, talk, talk, talk, if you lead with action, that changes the nature of the relationship completely and totally. So instead of talking at people and saying, This is our issue, and let's explain to you the nature of this health condition, I'm just using that as an example. Give me something to do. Just give me something to do. When you think about for example, the history of recycling, and I'll use Canada is an example. Recycling in Canada started about 55 years ago, and it started because one of the largest aluminum companies or aluminium companies was running out of aluminum. So they said, Oh gee, what if we could collect used cans, let's give people a blue box and tell them to put their leftover cans in the blue box. And we'll just come and take the blue box contents away. So it's no different from taking out the garbage, right? We don't have to indoctrinate you about environmental sustainability, or losing ice polar ice caps, or the destruction of forests, right? We just want your cans. And here we're making it super, super easy. So really easy action. It fits into how you live your life. Anyway, 50 years later, recycling has become how we live. It's a beautiful story of they lead with an action they did not lead with awareness campaign, or talking about the issue. Just they gave people something easy to do. If you think about the battle that Apple ultimately won, why did Apple win the war is because they made mailing really easy. Oh, there's an envelope. Oh, I know what that is, I'll just click on the envelopes. Oh, there's a trash bucket. Oh, that's empty my trash. They didn't need to give you seminars on how to use the screen. So the important thing that we always really want to say is lead with an action, make it easy for people to act, because then as they act, then it becomes a habit. And then you can ask them to do even more. Without indoctrinating them. All of this starts with listening to your audiences. And what we mean by listening to your audiences is we've stolen a notion from the medical world. And that notion, or it's not a notion, it's actually a practice is called Narrative Medicine. And the premise of Narrative Medicine is your patients will tell you absolutely everything you need to know to make the right diagnosis. You just need to actually really listen to what they're telling you. We transplanted that notion. And we call it narrative research. And it is really simple. It's one on one, confidential private conversations with members of your audience. And you don't walk into these conversations with a list of 16 questions that you want to answer, you begin with what really matters to you. And you create a space of deep attentiveness is only you and them. So it's one on one, it's completely confidential. And over an hour as and I'm sure you guys see this every time you do a podcast. People are like Rhododendron buds, they will reveal themselves. And they will tell you, their fears, their hopes, their dreams, their frustrations, what they're afraid of what their ambitions are. And that starts to give you a map of what the trust nodes are, what the trust gaps are, what the emotional mapping is, what the values mapping is, and what's not there. And with that kind of mapping that comes out of these conversations, any kind of organization, whether I'm a social issue organization, or whether I'm a major high tech entity, will be able to understand what really matters to your audiences, and what's not there, and then be able to design the right services, products, tools, actions, conversations, that will cultivate that stickiness. That's sort of the first set of things I would say. And the second layer is shift from creating things that you throw out at your audiences and build with your audiences. And it sounds so trite, you know, shift from talking at your audiences to building with your audiences. But it actually really works. Because your audiences have insights and knowledge about what really matters that you don't. And when you build with them, you shift them from, whether it's a client or a customer or a donor, you shift them to being an insider, to being respected and heard to being a creator, to being a supporter and an advocate. So you not only expand your audience, but you shift the relationship with them. So they then become your actors. And it's a power shift. Because typically organizations like the power of we've defined this, we've created this campaign, we have this social service, and we're going to offer it to you and at you sounds really, really lovely. I'm not sure that that works anymore. You need to build it with your audiences and I, during the pandemic, I started to watch a lot of American TV shows that I didn't before watch. And one of them that I completely have fallen in love with is a medical drama called New Amsterdam.