 And what that means is that we have to be kind and compassionate with ourselves and patient with ourselves and be kind and compassionate with our colleagues. I think that's the first place that we start. The second, which is a more practical thing is that we have to really get on the same page about expectations about availability. And so I have something that I call the rules of engagement where I work with teams to really work through a worksheet where we're just having our conversation about. Okay, well, what are the expectations about when we're actually going to be available? Like which hours are we expecting people to be available, right? How are we going to communicate, right? If something is urgent versus non-urgent, which tools, which channels are we actually using to communicate? And then what are our expectations in terms of response times, right? So many of us, we are operating on unwritten assumptions and we're stressing ourselves out and we're stressing our teams out. But what if you could have a situation where you agree, for example, with your team that email is a non-urgent form of communication, that people are going to respond within 24 to 48 hours. Otherwise, if something is really urgent, then you have permission to call me or to send a text message. Like, how much would that do to lower the collective anxiety that we have about you stepping away to have lunch, to walk the dog, to go change the diaper, to have lunch with your partner, to go for a walk through the middle of the day and not feel like you are a slacker or you're letting your team down. That basic just having a conversation and level setting and having a common set of expectations can do wonders to really help us to work more seamlessly in a time where we are actually more dependent on technology perhaps than we've ever been before.