 Do you wait until people have already committed to walk out the door to say, if only I had a time machine, I would go back to the past and convince you to stay? What I would much rather see employers do are entry interviews and stay interviews. Entry interview is just asking the same questions you would normally pose at exit at the beginning of the employment relationship. Why are you here? What are you hoping to learn? What are some of the best projects you've worked on? Tell me about the worst boss you've ever had so we can try to emulate the good and avoid the bad. It's not just your body, it's your heart and you will get so much better work out of somebody if they feel part of the culture or mission. So I think these are kind of all necessary things for us as leaders. And my bet is that the mission side over the next kind of couple of years will become even more important. Without it, this same phenomenon of phoning it in or quiet quitting can in fact lead then to not being able to retain and make productive great talent especially in an environment right now where we all need more impact and productivity from our teams. I often think about the 31 years old average employee of Wipro who's 20 plus years younger than me and you know do I understand them? How do we make sure that we understand them? How do we make sure that we really understand how they see the world versus how we see the world? A simple example which is quite basic and yet always you know destabilizing for some leaders is the younger don't read emails.