And I think it's one of the jobs of senior leaders within healthcare to advocate for the team and to, to... with managers to say, "You know, I accept things aren't gonna be perfect 'cause we don't live in a perfect world, but if we don't get A, B, and C right, we just can't expect our staff to be performing to a good level, and that's unfortunately gonna impact upon our, our patient outcomes."

Yeah.

So I think there's a lot of lessons from the pandemic, and I was very lucky to work with two colleagues from the American Society of Anesthesiologists during the pandemic.

So just to say the ASA set up a wellbeing board in 2019, so very close to the pandemic actually.

So really good to learn from their lessons, especially as we evolve through probably one of the toughest times for our specialties.

It was just really simple interventions.

So still to this day, I believe that UCSF in San Francisco, they still do semi-regular burnout inventories, so not, not as extensive as the, the burnout inventories that we sometimes use here, but just to get, you know, essentially a touch point as to where everyone is.

But, um, having that debrief afterwards narrative allowed us to address that and, uh, find extra support from them.