The biggest challenge I faced in my last job, which was the public defender's office, was learning that you cannot always make everyone happy and sometimes you just have to kind of pick and choose and decide what's going to be the best in the big picture. So for example, I had one of my law clerks who really wanted me to kind of focus in on every single thing that the law clerks were doing and essentially micromanage their time, giving them X, Y and Z to complete every single shift, making sure they were completing those and then having a conversation with them if need be. I never really necessarily felt that that was something that they needed as a group. So what I did was I personally tried to find other ways to make things more efficient, to make things more uniform as opposed to, you know, honing in on one person and saying like if you're doing a bad job. And so that obviously led to a bit of conflict and this law clerk and I had to have a conversation. So I gave her a call one day after work. Obviously, I told her, I asked, you know, are you free tonight? Can we have a little chat? And we ended up having a conversation for a good three hours just talking about, you know, what was making her so upset about the things that I was doing and how she thought I could improve them. And I kind of did the opposite. I explained to her, you know, I'm doing my best and I'm more than willing to listen to you. And I just hope that we can reach a conclusion. And ultimately, we were able to find a kind of happy medium where, you know, I created these tasks for them to do. But I also, you know, let them self-manage, let them do what they felt they needed to do because we're adults at the end of the day. And, you know, you can't stress yourself out with every single thing that everyone's doing at all times. And so she kind of helped me to keep an eye on that, but also allowed me to focus on my initiatives to make things more efficient and finding ways to create that sense of fluency.