We somehow want to control with a blueprint because you talk powerfully about that in the book.

Yeah, and I was also guilty of this, Tim.

I have to admit that, too.

Before, I thought that when we had good blueprints, strategy, roadmap, and even the implementation design, it would be enough and quite straightforward to make change happen.

And we base it on the best knowledge that we know, the latest research.

But I learned again, this is something else, you know, like this is about one of the part of my title is a human journey and how we make sense of this human journey and how we navigate that I think is key in leading a disruptive system transformation at scale.

Because you can have the best knowledge and design, but the people who will make sense of it are actually the ones who will carry the reform or react to the reform in a way that can be positive, can be negative towards the implementation, towards your purpose, which is the student.

One being the idea that this slightly kind of almost conversely, the willingness and the courage to actually change cut things and to prune so that the tree can get stronger as you talk about again it's really it's a really hard thing to do because you've as you've talked about this powerful vision and purpose and but if you just add that into the mix of all the other things that were already happening you lose the clarity and so we'll finish on the hearts but if you could firstly just yeah say something about that courage to to make the cuts and to prune when that's that's a hard thing to do i think for a leader