So I believe in not just in a work environment, but in life, you deal with a lot of people who are going to not see things the way you do. But specifically in a professional sense of state, I had a, I was a team lead, right? So it was my supervisor, then me and then my agents. So we would have our meeting with the other team leads on other jobs or their teams. So we had our team lead meeting and there was another team lead for another supervisor who approached things like QA things a little differently than me. Simply how I personally would like to listen and see like, okay, what is it that you feel you need help on? And then we'll start from there. His approach was more telling, like reteaching. It almost felt like, you know, giving training all over again. And I felt like it wasn't necessary, like, okay, they're not doing this one thing. That doesn't mean you start at the beginning. Try to see where they are first, that way you're not wasting an entire 30 minute session on reteaching what they probably already knew. So I simply just let them know, like, hey, you know, I think it would be better if you let them go first or, you know, just tell them like, hey, this is the part that we are, where do you feel you are to kind of like maximize your time? Because he was always running out of time. And I was just like, I think that would be why. Of course, you know, to each his own how he wanted to do it, but I think that he received my feedback. I'm, you know, I'm like, hey, this works for me, since you're saying you're running out of time. So, I mean, I would prefer to let him say what his problem was. I wasn't going to just jump in and say like, oh, I think you're doing that wrong. He was literally asking for help. So I'm always able to be honest and say, hey, maybe I think you should try it this way. It's working for me. So just let people be people. Don't try to micromanage, you know. And if they ask for help, be honest, you know.