Well, I can see how this author co-authored it right there.

[laughs] Yeah, a little, a little co-author banter here.

No, but I, I, I, I think, um, you know, you know, like what is the situation? And, and I think if you take a look again back to your first question to me about the 50 years, I think historically situational leadership has kind of been typecasted in this thing where there was a manager that had position power and control, and what they were doing was accelerating the development of somebody that was in, in charge of technical skills, an individual contributor.

So we were trying to teach a salesperson how to sell.

We were trying to, to teach somebody how to do a task, right? And, and, and I think for many years, kind of situational leadership got typecasted into that.

It was just for frontline managers, and it was just for them kind of getting people up to speed, you know, on, on what they were doing, getting them to the point where they were able and willing to do what they were supposed to do.

But, but, but I think it is, it is far expanded as, as Suzy has mentioned.

[laughs]

And you go first.

OK, well, that's that's a very good baton pass coming right out of the chute.

So thank you very much.

Yeah.

And I, William, if you don't mind, I just wanted to say thank you to whoever is listening to this.

You obviously have other things to do and we're honored by the fact that you would be interested in kind of what we have to say here.

As I look back on my leadership journey, it was really kind of formed by two things.

But Sam, would love to have you unpack like the readiness piece, how we assess that, but just had that note.