When you're looking at it from the, the outside in, where do you see firms potentially not setting the, the best conditions for emerging leaders to, to thrive? And perhaps some good examples of where firms are setting those conditions for emerging leaders to thrive.

I think the, uh...

Well, first of all, the evidence, and it, it cuts both ways that in terms of what could be observed or understood behaviorally or as a system or as a process, is that there is some intentionality already built in to the firm, where they are not only looking forward in terms of growing the firm and serving the client base, but they're looking internally and saying, uh, and putting in place a, a system or a process that's a combination of identifying future or emerging leaders, and that's both ev- like evidence-based.

How are they doing with the skills that Milton talked about? How are they doing on achieving goals? But also who's interested, right? They gotta be interested and called to lead or be part of a leadership team.

SoThat's the opening piece is, do, do they even have that? And if they do, at least they, they gotta start there and not wait for the crisis moment or the succession plan that's gonna be in 18 months.

So having that ahead of time.

And then, and then bringing into-- bringing those identified interested parties more formally through a process of now maybe some formal education.

[laughs]