But for some organizations that don't feel as pinpointed in a direction, do you have any advice on where and how to kind of experiment and find that comfortable niche?

Yeah, that's a, that's a good point, right? Some things are, are very straightforward, but I think there's kind of like a three-part matrix that I would, you know, depending on the brand, apply that, that I think is a good kind of universal, easy thing to remember.

So one is, are we now or can we be credible in this space? So do we have a history in this space? Do we fit in this space? Is our product relevant to this space? Or if we take some very achievable, practical actions that we could actually do in, say, 6 or 12 months to establish credibility, could we, could we do that? You know, if you're credible or could become credible and are willing to do what it takes to become credible, then that's, that's criteria one.

Criteria two is what will our community think of this, right? Our consumers, our investors, our suppliers, our employees, most importantly.

And three, does it align with our values? Do we believe what we would have to say? And is, say, the CEO comfortable saying it on national TV? 'Cause it's good to push people to, into, you know, uncomfortable spaces and to help them learn and develop and grow by, you know, being a little bit afraid.

But, you know, it's-- national television is not a good place to be uncomfortable.

So if the CEO or whatever ultimately isn't comfortable sitting there with, you know, with Erin Burnett or [laughs] or somebody, you know, or Rachel Maddow or whoever it is, and talking to them about whatever it is they're talking about, then, you know, don't do it.

[laughs]