yeah that's a good question i think you're you have to be a good leader to know where you need to lean in and um who to do it first and then you just need to be able to break yourself apart and right and just do it you just have to be able to you know what satisfies each person and how you can just, maybe not to the total, like maybe not, if there's like five things they want, maybe just pick one thing, just focus on that, focus on one thing from another person and keep that leverage okay.

Peter and Terrence, I think both of you are hitting it on the head, but one thing that I'm making some progress on and I think our organization has not done a good job with is understanding the risk involved with deferring maintenance.

right so so we might recognize it but do we do a good job of helping our organization recognize that and so as we move down a more deferred maintenance path which no one here I'm sure has any of that if we don't do a good job of telling the story I love to tell a story, then we are not doing our leadership of service.

So Charles Clay, I know you probably know Charles, written a book or two on this, and it's really important.

We have to get that message across.

That's what worries me.

Am I doing a good enough job at getting that across?

You still have something.