 Sätt till important things to have it work. Without managers and then you can just put questions of all sorts. So I have started from scratch with some small businesses in health care in education in and also in cold center, but I also took over old organizations that were a lot of managers around. Så det key thing is the working climate, as I said here before. And that sounds much easier than it is. So people are really polite and insecure at workplaces. So we don't have. We don't have a history of being honest and direct at our workplaces. We pretend to be grown ups and skilled and have it all together. So there's no room for being a human being, really, with all your pitfalls and your not so nice sides. So fostering that kind of climate where you can have straight forward talking. Så. Like to be able to say I don't feel. I don't feel listen to here. I think you decide everything if somebody says this to somebody else. That that takes a lot of time and effort to have that sort of working climate. And what is needed is that you know people and that you know where where you have people trust that you know that you can trust people. Then you can try to be honest and straight. And and that it's not done in a flash. And the other thing is if you are going to deal with managers. Anyway, I mean, I try to avoid it, as I said, because it's so few managers that has that has empowerment skills in themselves. And usually they are not the easiest one to train to be empowering either because they became managers for some other reason because of their try drive their knowledge or their expertise in some way. So often there is somebody else in the organization that are much more suitable for being trained in empowerment. Skills, or less. So I did that mistake many, many times. I thought I would train the managers that the manager I inherited. And I was very often disappointed and have to reorganize again. So don't underestimates that challenge. It's really. And just just a few words of how you how you do it. So you talk so how to to foster that climate. It's really to. To invite as James said here to invite people to have that sort of climate. Do you want? Can you see any benefits with an open climate where feedback can happen? So everybody needs to choose to have that climate because they are the people that are going to produce that climate. Nobody else. So if they are not convinced about the benefits, it won't happen. And it's scary to start to speak your heart or speak your mind. And this is not just speaking opinions in Sweden. A lot of people say we have a really high ceiling. You know, you can say anything on this workplace. Well, I say you probably can because opinions is OK to have about everything. But is it OK to say to a manager? I don't think you're listening to us in a meeting. Is it that OK? Then I can agree on you having. But but but really natural feedback climate. I very seldom experience. So that's a difference. And it's scary to have that because you have to take risk and that you you need to. Yeah, you need to believe there is trust there among other.