And that one I would assume is, I guess, you know, there's a lot of talk about kind of purpose and meaning in our work.

Absolutely that purpose and meaning. So when we have that mismatch sort of sense of values and skills, what happens is we're feeling like, you know, we're, and this is, this definitely happens when we're when we're overworked, when there's so much workload, we don't, you know, we don't have time to feel inspired. But when we're not sort of connected to the values anymore, we get that feeling like what is the reason why we're here, we start to use language, like, you know, it's never going to change or I'm not going to my job or, you know, I thought out, this is what I wanted to do in my career. And now I question it. And this is why you see, again, that exodus in healthcare, for example, because patient care is so important to these people in these roles. But when they're working these unsustainable hours, they've stopped seeing that mission piece, you know, that they're caring for people because they can't even take care of themselves at this point. That's not sustainable.

What is it about the pandemic that changed the conversation around burnout? Because to your point, I mean, this existed long before the pandemic did.

There are myriad reasons why this happened. But I would say, you know, a big part of the sort of explosion of these issues inside the pandemic was that they were already boiling, but we weren't really, we weren't really addressing them because we relied on employee loyalty. We expected that we could sort of push to a point, but it wasn't that we were engaged. And a lot, some organizations are, but we, many weren't in this human centered leadership, where it was like, okay, how do we start planning for a potential crisis by doing all these things that were then expected inside the crisis? So those companies that have that I'd worked with earlier that have really high trust and high empathy, they tended to do really well throughout the pandemic. They had high, you know, trust scores and employee experience scores. And that was because a lot of this mentality around, you know, upstream interventions and upstream policies that were more burnout prevention focused were already at play. But what the pandemic did was this rapid evolution. And we literally went from, you know, like, and I say that this is not the future of work. We went from like, you know, week or two weeks to the, you know, to the metaverse of work. That's just wouldn't have slowly evolved to the point we are right now. We had just kind of chugged along as it was. It created a new paradigm. And so if you were not prepared for it, it's just like everything happened all at once. And also just we were contending with a lot of adoption in general of things in our personal lives. I mean, remote learning exploded. We, you know, the increase in teletherapy and telemedicine just went from zero to 100. We had, you know, a lot of shift in our lives personally. So our brains are already pretty rattled. We're dealing with a global pandemic, which is a major macro stressor that was not acute. It went, it's gone on for years. And then we also are juggling massive distractions. We're learning, you know, new technology all at once, and so our learning curve is really high. Our efficacy is low. And then we also have this massive amount of work that we have to contend with, which really was a factor of that work stoppage for two months, too. I mean, everyone thought this was just going to kind of go away. And we sort of had this moment where we just stopped working almost for six to eight weeks and we thought, okay, we'll get, just get back. So let's kind of figure out what we're going to do with all this quote unquote time on our hands. And then it just, just completely backfired. So all these, these inputs has created the recipe for what we're seeing now, which is, you know, full burnout at the point where people are not just experiencing symptoms of burnout, but they are hitting the wall. And that's why we see the great resignation happening.