Has that allowed, uh, for a more, for an organization that holds themself accountable?

Absolutely.

I mean, I, I'll give an example of, um, I, you know, we have quarterly rocks that we report on every, every week, and we just say, "Are we on track or off track?" Um, each one of the leaders, each, each member of our team has quarterly rocks that they're responsible for, and it's just, you know, something that we're working towards during, during the quarter.

Um, and, you know, doc- one of the doctors who's on our leadership team, I went through our, you know, quarterly rocks and, and I said, "For mine, I'm off track.

I'm just not," you know? And, and later on that day he said, "You know, it was really, it was really good to hear that you were off track because we assume, even as the leadership team, even though we're the ones that are closest to you, we assume that you're always on track, that you've got everything handled, that you've, you know, that, um, that y- all your things are being done, all your ducks are in an order." And, you know, and, and it's, it, it's good for them to hear, and it's a vulnerability thing, right, for them to hear that I was off track.

Um, and so going back to being accountable, you know, I had to stand up and say, "I, I haven't done what I should be doing for the last couple of weeks, and so I need to get myself back on track." And I felt a little...

I, I felt a little shy saying that, I guess, right, you know, as the leader, leader of the team, but I think it was a great, a great opportunity for me to show the other leaders that, like, it's okay to be off track, but let's admit to each other that we are off track, and let's get each other back on track.

So again, I... maybe the question answers itself, but do you feel like this approach helps? You're not gonna eliminate it, but does it help mitigate some of the, the stress and burnout that it sounds like you were feeling in the, in the earlier days?