You know, really, leadership is the, uh, scaffolding or the framework upon which we can build, right?

Oh, very much so.

Um, and, and again, I think this is one of the things that differentiates an excellent practitioner from a, a very competent leader, is the acknowledgement that in a leadership role, you are responsible for your team's output, not just your own.

You know, a lot of practitioners, particularly-EPs or physios or whatever, you know, we sit in our rooms and there is a degree to which we are much more comfortable and, uh, accountable for the work that we do in a clinical role.

But as you start to grow a team and as people, uh, see you as a leader within that team, or you're promoted to a position of leadership within a team, then you become responsible for that.

You become accountable for that.

And some people, like leaders that, um, are, are natural good leaders thrive in that sort of environment where they, uh, are more than willing to accept responsibility for team members and, and, uh, lift people up to the standards that the clinic has.

To what degree do you suggest that or coax that out of them, or do you wait for them to table it?