 The communication piece sometimes gets lost, right? They go, first sergeant has a job, the chief has a job, and the commander has a job. But together they should have a pulse of their team. They should know their people. Enough that they should be able to talk about what's going on collectively to lift the unit to be where they need to be to fulfill that mission. If we were truly a triad, if we had the relationship, if there was trust and confidence, even if it wasn't, yeah, this is not in your lane, I think it's important that you have a level of transparency between the three of you. So you avoid confusion. You avoid the mom versus dad kind of thing. And talk about how are we going to take care of our airmen. That's important. And I think that's something that I want to make sure that our first sergeants, our chiefs, even our commanders understand. What I would ask you to do is challenge that chief. Challenge that chief to be a good partner. Challenge that chief to be a good mentor. Challenge that chief to help broaden you. Yeah, it takes time. Yeah, it's not really in your lane. But again, it's one of those ways where you increase the level of trust and transparency between you and your chief and the commander. I know General Golfine and both Chief Mass on Air Force like to say that a lot. And I truly believe it. Because I know they believe it. You know, it's a team sport.