For the listeners who haven't read your book yet, and listeners, if you haven't, you really should, David, can you walk us through each of those briefly? And then tell us in your experience advising and running organizations, which of these is the hardest for nonprofits to actually execute, not only understand?

Absolutely.

And maybe before I do, I'll just emphatically echo the point you made that there is both good, I mean, inspiration, but also bad in nonprofits.

And maybe just to illustrate that, I'll share a memory that I did not put in the book.

So as Revy mentioned, I spent some time away from Columbia as CEO of an amazing nonprofit, JDC.

And I had two conversations with two veterans just as I was starting, which I think really, for me at least, concretized that difference.

So I sat down with the first and he said to me, David, I don't care about JDC at all and neither should you.

Especially in this current funding environment and political environment we're in right now, what do you think the biggest misconception the public and donors have about nonprofits and how they're actually run? What is something that you find yourself correcting for people again and again?