Yeah, there are, there are, it's, it sounds daunting, but nothing is hopeless, because we're sapiens, and we are here for reason too, you know, so, like the spirit of a human, you know, we got it so. And what I will say is we've survived as a species through collectivism. That is a fact. We did not survive as a species through individualism, but we've created an entirely individualistic culture, and we've created entirely individualistic organizations. And we're wondering, why, why do we feel so drained at work? Why doesn't work? Feel like it's like doing something positive? To me, we're. Not individualists. We're collective. We work together. We're humans, right? So, so with that being said, that's what's that's what it's going to take first. It's going to take connection first, on both parties leadership and non kind of leadership roles, what I will say is the path is different based off of your power in the system. I think for individuals in power, in formalized power, it is important for individuals in power to do more listening. It is important for for individuals in power to literally set up time for listening. What I mean by that is like, have a sequence of listening in your company. Don't just say you have an open door policy. You know, people are overworked and they're not going to come through the door. You know, people are not going to do it. When you say it, don't do that. Go to people. Create that, you know, don't like, like, like, you have the you have the power. So create the systems, but you take the lead in seeking out feedback as a leader. I think that is really important, and that flips the script on what I currently see. I see too many open door policies, open culture, well, you can tell me anything. No, they can't. They don't, I mean, they don't feel like psychological safety here, yeah, yeah. So I think leaders need to take the lead in that. I think another thing that is important for leaders to think about is, how often are leaders pausing and reflecting on the impact of their decisions. I think leadership teams need to create a formalized structure of reflection, because what leadership teams have done to their cultures, in a lot of cases, is they've trickled down something called hurry sickness. And what that is is essentially, everybody's rushed, everybody's hurried, everybody's trying to be perfect in front of you, and they're looking at the leadership team like, wow. Okay, well, you know what's the next ball shoot, it's gonna drop and all that. So I think leaders need to up in that hurry sickness, by leaders modeling, pausing and reflection and looking back. And there are processes that do that, called after action reviews and before action reviews, so you can know your planning. There are equity impact analysis processes you can do before you make a decision, you know. So there are, there are processes all over the place that you can try out. But I think make that a part of your structure, because once you make stuff a part of your structure, and you start practicing it, that's when stuff becomes normalized. Because if we're talking about shifting a system, you need a system to change a system. You can't just have Band Aid fixes to change a system. So when you need a new system, and so then I'm saying, then the new systems that need to be created need to be formalized, listening, formalized reflection, formalized pausing. That needs to be systematized, just like accounting, you know, and so you need a system to change a system. Now let's say I'm an individual, and I don't I'm at a leadership role. What can I do? I will say, it's difficult because you let's say, I'm gonna use this quote. Just because you, you are on your healing journey, doesn't mean everybody else around you is on your healing journey, right? And so what that's gonna mean is, in order for you as an individual, in a system that's toxic, per se, you may be trying to evoke change right now. You know, we want to be more equitable. We want to do these difference we want to pause. But yet you're getting pushed back with all these other norms. So what I will say is it will be important for individuals who may not have the formalized power to seek out individuals who do first of all, because that, you know, again, we go further together. And so I would look for individuals who have formalized power in the system. I'm also going to look for individuals who are who don't because I want to build my my tipping point. I want to build that like that critical mass. And some of the research doesn't even say you need a majority to have a critical mass. It looks about 26 to 40% of people. So I'm going to start building that coalition of like what we want to see, and I need to find what is the avenues that, what are the avenues that we have to communicate upwardly? And I'm going to utilize those avenues, because here's what I've seen in systems I've worked with systems, who the employees kind of did, the did a letter, or wrote some, you know, wrote a letter or something like that, and they were writing all their concerns and their complaints and stuff like that, and nothing really changed. It was all temporary. Yep, it was all Band Aid fix. They like, they a P, they appeased your letter. And I'm not saying, you know, that's a, that's a method. I'm not saying that, but I don't make that your only method look for like, be be creative, and you suggest process changes and and suggest them in your department. Because what I've seen scale, I've seen like the I'm gonna use an example. I've seen like the philanthropy, philanthropy department start testing out a reflection period. They do this with. Called a, OODA Loop, O, O, D, A, it's a, it's an acronym, but they do, they do like a continuous improvement process in their work. Well, another department was like, Hey, y'all, y'all do that. That's pretty cool. Can we join you in your next meet? So then it scale to another department, then it's scaled to another department. Then you have those, you have three VPS doing it. So now three VPS are bringing it to the rest of the VPS. So like, you can also start doing things in your department to make your department good. So here's what I call that. That is called a there's a difference between culture and climate. Organizational culture are the norms that feed the organizational climate. The organizational climate is what you feel, what you experience, what you see. That is climate culture are the norms that got that climate in the first place. So I'm going to be clear on my definitions here, right? What you can do in your department is create an organizational climate cocoon or bubble. And what that means is your culture might suck around you, but I'm going to create a localized climate bubble in my department, where my employees aren't looking to quit in two years, because here's what I've done in my climate bubble, to protect them, to cover them as much as I can and so that. So I think the strategy needs to start localized, because that's how you're gonna like. Culture takes years to change. I'm going to be honest, culture takes a long time to change, but we can make shifts in climate more rapidly, and so the individuals who are in departments need to look at what is our organizational climate bubble that we're going to create, while we look at changing the culture. Because the only way you're going to survive in culture change is if you have the climate bubble.