 There is a product that's called cyanopress. It's a little bubble that has the medicine in it with a tiny little needle that you can use to put it in your thigh and it protects you for three to four months from getting pregnant. And you know that half of all pregnancies in the world are unintended, like the woman did not want to be pregnant, right? And to be able to have a tool that you can control yourself and give yourself an injection to protect yourself from getting pregnant, it's game changing. And you can very quickly act because you know, okay, this is above a threshold that is normal and I should do something. And we tried this in a trial of 200,000 women, our partners did this work. And what they found was that using simple tools like the plastic sheet and bundling the interventions together to address postpartum hemorrhage resulted in a 60% decrease in the rate of severe postpartum hemorrhage. And if this can be deployed around the world, this would save hundreds of thousands of lives of women dying in childbirth. 340,000 women die from cervical cancer in the prime of their lives every year. And 600,000 women get cervical cancer. And we have a very simple tool that can prevent this, HPV vaccine. I would say one is I call initiative, you know, don't wait for someone to ask you to do something, but you know, just do it and get the work done, whatever it is. I think that's really, really important. Then in terms of what you do and how to do it, you know, just do it that more or that better than the expectation is because you know, you will enjoy that better. You will have a happy client or a happy manager or whatever. I think that's really, really important. Last but not least, I would say personal connections. Despite all the technology there is out there, ultimately people make the world go round and it's about the connection that you have with your customer, that you have with your colleague, that you have with your manager. I think that is personal connections and your network that is ultimately, you know, a very important differentiator in the successful career. In most organizations, there's a wobble around trust. Maybe it starts with an individual or maybe it starts with a group. Leaders very rarely catch it there. The first phase that you've got to spot as a leader is defensiveness. So is there like a lot of defensiveness going on in the team or the organization? Defensiveness, I should say, can be really constructive because people still care, right? Defensiveness has an energy that they're still engaged. They start to lean back. It's more than having sort of a bad day, right? They're doing the bare minimum. I've even seen disengaged employees where they have two jobs and the leader doesn't even know. At that stage, the leader has left the organization. They may be physically there, but they have left the organization. And all they want to do is bring other people with them. This is when you leave, it leads to walkouts and really serious employee trust issues. And what I would say is, many things can be caught at that defensive stage if it's a priority for leaders, if they're looking for it, if they don't have the skills to have those conversations. The way employees often experience a lack of trust is through control issues. So if you talk to employees and they say, oh, I don't feel trusted, they'll say, you know, I do something and then my boss checks it. Or I do all the work and then I don't get to speak in the meeting. Or I put all this effort in and at the last minute someone swoops in and takes credit or claims for it. Like we've all had that experience in organizations. When we don't trust people, we control them, right? We micromanage them. And so leaders are often not aware of when they're doing this, believe it or not. It's really useful feedback for a leader because the one thing they need is more time. They want to be able to let go. And so helping leaders identify when they become micromanagers is really useful feedback.