So i'm curious. I think it an interesting place for us to start might be, maybe you deflected some pain and regretted it, and your team kind of paid for it in the wake of it. Do you lorn if youll have a situation that sort of emerges from that? I

mean, my entire career, right? Id like, gets my move a, ye. I think there's a personality type a that tends to gravitate into the management sphere, or or near to it. Like, maybe you stay an engineer, but you wind up filling gaps. I think people may not always identify it as pain, because it doesn't necessarily feel like and you become sort of deadened to the sensation until somebody points it out. Near like, he you've been sitting on that like sharp tack for a while. Are you ben pain? And they're like, amy gush, ye, that is painful, now that you mention it. Ill look at these calluses. Ye, ye. You have callouses. And you just kind of, like, tune it out after a while. But they do appear as gaps. And you say, you know, you see it on your team. And people talk about glue work a lot of the time, or gap filling work, or a and so people that gravitate to the kind of work that doesn't necessarily draw acolades, because it isn't, you know, doesn't include fanfare. But see gaps to go fill, boy, that's right next door to to prevention of pain or dealing with pain points.

Not absolutely. I this is the type of person that ends up in some sort of leadership role. Because as promotions come up, people like, well, who's the person that, like, deserves this the most? And everyone on the team is like, oh, well, bob over there. He's the one that, if bob wasn't here, things would fall apart. And that's that person that is kind of holding everything together and becoming the sink for all ti that need fixing. I've

seen another path for people too, which is, all right, whoever, you know, whoever wantsto to a, as you see, leadership are the people that are willing to take the most bullets. The person that's willing to take all the bullets step forward. And then everybody takes a step back. And the one person looks around in that way, what? And they're the manager. Now, i've seen that pattern actually, more than once. So, a, ya, you know, the the idea that absorbing pain is there, there's it is, like it's necessary for some sort of net good to happen. A, that's a really interesting way of putting it. And i've had this conversation so many times, nick, where i'll be talking to somebody and will tell them, you have to stop taking this pain away, because it's preventing the organization from learning what it needs to learn from feeling that pain. And you've been hiding it. And, you know, i don't think that anybody ought to feel like called out by that. I think everybody i've ever worked with, that is the kind of person i like to work with, has that problem from time to time. I don't kno if that's selection by us or not.

I think it's selection byus for this group, for at least the three of us. A i mogtnot venture to say a good portion of the people who who tune in to listen to these episodes, it's, and we've talked about this before, the person who ends up in a leadership position because they care deeply about the people around them and the work that they are doing, and they want to make it better.