But they don't create the environment that, that makes that possible.

Well, and that's one of the things that I talked about in the session that I had earlier today.

So a, a book that I wrote called The Performance Culture gets at these four elements.

Awareness, so how do you kinda understand the problem you're trying to solve? Behavior, so specifically what is it you're trying to do? So when you tell people, "When you disagree, I want you to, to, to articulate it in some of these ways," people are now like, "Okay, this feels uncomfortable, but he gave me the latitude.

I know what I'm supposed to do." Not just, "Hey, be controversial." And people are like, "What does that mean? What does that look like? Am I gonna get fired? Am I being controversial in the right ways?" Community, so just as you're doing, you're building that across your entire organization.

And then the systems, and so if you tell people, "I want you to disagree with me," but then you only promote the people that agree with you-

Yeah.

And so that's where it needs to come through.