I'll give you an extra example. I was putting together a brand new

[nishat@264]

cross-functional team, a little project team on something I was working on. It was global. I came within a decade of working global experience and I was working with some folks who were, you know, newer and eager to have this experience but maybe hadn't done it before.

And the first thing I was seeing is that, this is your sort of and this is your you know, we were going through the the rapid, the the regime or whatever you prefer, like the scope and one of the asked of them was, hey, don't forget for next week, can you please take the lead on setting up this meeting with these four people, all of whom were based in different time zones.

And to me, I'm like, okay, it's just setting up a czech republic whatsapp resource meeting, an outlook. It was such a cross of knowledge thing where because I've done it for so long, it never occurred to me that somebody who hasn't and then it was just led to like some silly mistake, not even a mistake. It was my fault as a leader for not setting up my team for success.

In that case, where they set up a meeting that was, you know, middle of the night for some people on a holiday for some people. And it just led to some chaos later. And so it's just one of those things that if you think you know something, make sure that there's clarity. And the reason I bring it up, both from a leader point of view, is, you know, don't give your team an necessarily stumbling block.

They just double check that even if it's something as simple that I learned was like, So what's your next step for setting that up? And you can almost hear from them like how they're planning and then you can coach and help make sure that they feel very set up for success. But if we don't do this in every single day, on every approach that we do, what happens is we'll go out with content that will just alienate our audience.