t can we have it all right then just acknowledge that unless we have any strong considerations to the contrary that basically we've done our due diligence in trying to meet these these obligations of the goal and these questions clearly some of the narrative is going to be fleshed out as we define these the the management strategies that you've articulated tonight we're going to take and add a little bit more detail and then clearly we're going to go and get more feedback from the NPA particularly on the art on the residential parking plan and such so thank you and so Kirsten I'm going to just say any other words from the committee and then we'll talk about next steps I think yeah we should jump in the next step so that we can because there will be comments on I just want to say I just want to say I am not convinced totally that we have balanced supply and demand and or met all essential parking needs for some some groups say what are the next steps we want to know exactly which specific groups can see whether customized and more sensitive you know focused management plans can assist those so here's the next steps that we have today's meeting we've we've covered a lot of ground we have some next steps we have some management strategies we've we've conveyed to publicly end of the committee the results of the survey and how that's informed and the users that we have and the opinions that would that were expressed we're going to then prepare for an NPA meeting with more narrative around those management strategies and and we'll discuss about how much of a background do we do we go over in that meeting it's as Jack excuse me counselor Hanson has said this has been an 18 month progress that has culminated in this recommendation and now some management strategies to to help mitigate the the impacts of that and then we'll be preparing the draft report which then will come to you all for comments which will then go in front of the public's work commission in the city council so those are the next steps that we have in front of us so Kirsten if I I don't want to delay things necessarily but if there are any specific comments you want to air for the for the group if there's a specific population if there's a specific user that you think can be that the treatment of those users can be improved with the constraints that we have please let me know here please let us know or if it's a more specific email correspondence something that we can discuss that I'm happy to I'll continue to share sort of additional information about what I know about the use and to try to help you get additional information on from either the health center and feeding Chittenden and maybe some others I think maybe one of the things John that we can look at too is you know you shared that early slide about you know the 39 parking spaces that are estimated to be unresolved without any of the management strategies we haven't gone through the process of trying to figure out what that looks like applying some of the parking strategies because we weren't really sure what the committee wanted us to move forward with so that definitely needs to be a next step and may help us better answer that question of like how close to the end your goal there of meeting these kinds of parking needs but yes it's good to continue to bring up Kirsten well I am done with the presentation I assume at this point in time we we don't want to hand it off to the public we're done or do we want to do one more round I don't know if there's been any new questions or comments yeah I'll leave it to the committee but I would say John if you can end on the slide or contact information so that people at least know how they can reach the project team if you would like to follow with us directly afterwards but yeah committee we will leave it to you if you'd like one more round of public comments or if we should close this today and use the MPA as our next round of public engagement this is after all your meeting we are helping facilitate may I just so are you saying doing another round of public comment right now or for scheduling us a time for specifically that no it's basically do we want to close up the meeting now or do we want to let one more round of public comment before we close it out um I mean I don't want to I don't want to squash anyone's voice so I mean I don't want to say no to people who want to speak but I guess I would defer to other committee members I'm in I'm indifferent if there's people in the queue I think I would like to hear them I think we oh that I think we might have said that you might have one more yeah so I guess maybe it's really are there any committee members that need to jump off because we just want to make sure we still have a forum of committee members um keep going I'm happy to stay if others are and hear from people I can stay for a few more minutes okay we'll stay all right great with those four I think we can keep going so all right Brian why don't we do one more round um if anybody has a final so while Brian looks at that I'm looking at the questions and just seeing if there are any other ones there and I don't think we have any new questions posed in the Q&A box okay so we'll jump to the raised hands I see Thomas you you can unmute yourself and then you can talk Thomas are you still there all right welcome back to you um Beth you're up hi thank you for taking my call just trying to get things set on my screen um I wasn't able to hear the whole presentation um but I've been keeping up and paying attention for the last couple of months at least when I became aware of it um I thank thank you for making some extra time I appreciate that you guys are staying late you've been here for a while and the comments that you're hearing are from frustrated residents so I have enough parking here at my house um for us and for our tenants I also want to say I'm a cyclist um and I also maybe uniquely used to be a bicycle courier here in town if any of you remember like lightning bicycle couriers so I worry a lot about bicycle safety especially in this town um but I also worry a lot about my neighbors and what I've seen in my time that I've been here is an incredible increase in the pressure on parking more and more there are cars parked across the driveway there are more cars double parked um and I don't see a particularly significant increase in bike lane usage and I know that this is not what you're here to decide I understand what your assignment is um but I still think since you're giving me an opportunity to comment I want you to to hear what I have to say I wish that you were taking the residents concerns seriously especially around as you say essential parking needs from my perspective um and listening to at least the part of the presentation and paying attention as I said before that they really haven't been addressed I've lived here in this house I'm I'm between north and pearl I've lived here for 24 years my spouse has been here for 30 um and I guess in making a comment for what for whatever it's worth because in all sincerity it doesn't seem as though you're interested in what it's like here for residents around parking for or and it also doesn't feel like you're interested in making a recommendation to alter your course based on any of our feedback um our feedback is really based on our actual parking needs and it seems that your perspectives and what you're furthering is based on data or observations that aren't accurate and using that simply perpetuates the problem that we have here the city I would say maybe due to COVID um maybe because it didn't want to hear feedback I hate to be um paranoid but didn't want to hear feedback about what what our needs here are or whether or not there's sufficient um room for parking um that meaningful feedback that we've been trying to give you hasn't been heard and I'm concerned that um by not listening to it you're not doing this right and if you think that just doing what you're specifically charged to do is all you need to do I I guess I would recommend to the to you that you're doing it wrong calling it impact or stress from my perspective is insulting it's disrespectful essential parking needs um I don't think they can be met if you're making decisions based on erroneous data um assumptions that the idea that you can lose 36 parking spaces and not have an impact uh are my neighbors people who work all times of the day you know making assumptions about when residents are working there's a type of bias I know I know the people who work around here work tremendously long hours at different times of the day and are coming and going and I think it's not respectful to sort of lump them all in together um Jack you had said something about it's not it doesn't make sense to restart the 18th month process I think I think restarting it with the right accurate information and gaining residents feedback does make sense and I would encourage you to consider going back and making that recommendation so overall I just I want you to hear me say that I'm disappointed in this process you can continue to say that that that it was far-reaching and that you got the perspectives from people but we're telling you that you don't you don't have it and the information that you have isn't correct and it's it's incredibly just disappointing and it's also really insulting thank you Matt all right uh Thomas if you're still there I see your hand up you're welcome to talk otherwise that's the last hand I see yeah able to um basically we have consensus all right we have a quorum here to close this this meeting and we'll be preparing some documentation as we approach the NPA and so we'll be in touch with the committee as that approaches okay thank you also for all the all the hard work you put in this hey even though you're taking a little bit of criticism incredibly detailed part of the job but uh it's I always strive for for detail and so Beth obviously if you can hear me send us along any specific points that you that you're curious about and always want to try to understand we understand things the best we can so thank you all um committee I need last words no thank you thanks everyone when's the NPA meeting uh we have to reach out to them to get on their calendar so fully in November is we're aiming for we will we will let you know as soon as we get it scheduled all right thanks yes oh do people should people like the people who participated tonight do you have their contact or will they be able to know what the next steps are I don't think we have anyone's direct contact information unless they provided it to us previously or not Brian's email list but uh yeah that last slide that John shared again is all of our contact information um you can also find it from the the agenda like I'm basically however you found this meeting today um yeah follow the paper trail and you will find us we're happy to follow you directly and I think we have new email addresses actually from the survey I think that we asked uh whether you want to be contacted again and so we have a middle list there all right thank you for all your work on this and thank you all for staying late I am appreciative thank you all for staying thank you all this is uh yeah that's a lot for all of you you look at this daily but this is uh not your family usually so we appreciate it and thanks to all the members of the public that came out and stayed this late too we all work out of jobs and everything agreed to hear more of your feedback this time thanks everyone


On your screen is an enlarged ovary of a flower that has a single ovule and this is an image showing fertilization, the pollen tube bringing in two male gametes, one fuses with the egg to form zygote which is deployed and the other male gamete fuses with the polar nuclei to give rise to the primary endosperm nucleus which is triploid. And we discussed how all this happened in our previous video. Now let's start the story post fertilization. Post fertilization this ovary that you see will gradually turn into a ripe juicy fruit and this ovule will develop into a seed. The zygote will later give rise to a baby plant when the seed is sown and this primary endosperm nucleus will provide nourishment as this zygote grows. Now let's have a look at our flower as a whole. So here is a flower whose ovary has so many ovules inside and post fertilization this ovary will swell up and grow into a fruit and the ovules inside they will form seeds inside the fruit and the seeds if you sow them later it will grow into a plant and that plant will later be your flowers those flowers will be fertilized they will form fruits again and the cycle continues. Amazing right? And also if you are wondering what happens to the other parts of the flower the petals and the male parts well they will eventually dry up and fall off from the plant because their role is done. Post fertilization they have no role to play. Alright now that we know how a fruit is formed from a flower let me ask you about one of my favorite fruits that is the coconut. Now can you tell which part of the ovary gives rise to this refreshing coconut water? And also sometimes we get this white coconut meat or the coconut kernel inside. Now which part do you think gives rise to that? Let's find out and for that we need to go back to the picture of the ovary and this time we have only labeled the zygote and the primary endosperm cell. Now this is the most interesting part of the video as we will see how this ovary slowly converts into a coconut. So the outermost layer that I told converts into a ripe juicy fruit in case of a coconut that doesn't happen. Here it gets converted into an inedible part. Now this is a picture of a coconut which is cut into half longitudinally and like in any fruit the ovary gives rise to primarily three distinct parts. The very outermost part is called the exocarp. The inner husky portion in case of coconut which is of whitish in color is called the mesocarp and the inner stony hardest part is called the endocarp. All these three parts feels and looks very different yet they are formed by the ovary alone. Now let's move inside the ovary. We have an ovule here and ovule is the part that is going to give rise to the inner part of the coconut. Now you might think that hey she just told us that the ovule gives rise to seeds but we don't get any seed inside coconut instead we get water and coconut kernel here. Well let me tell you that the water and the kernel is a part of the seed. Yes, anything inside the endocarp is made of this ovule and is considered a seed and let's see how that happens. And we will begin with the outer covering of the ovule. The outer covering which we call the integuments they form the outer covering of the seed and in case of coconut it forms a very thin brown layer which we call the testa. So this integuments it forms a very thin layer inside the endocarp very thin brown layer which we call the testa. Now testa is a Latin origin word which simply means shell and I think it is called so because it covers or shells the zygote which is very important because it will form the next generation right? It will form the baby plant and testa does the job of protecting it. And just like in coconut every monocod will have this integuments converted into this single layer called testa. But in case of dichots this integuments forms another layer an additional layer inside the testa which they call the tegmin, tegmin it is also a Latin word that simply means covering. Here I have made them quite far apart but actually in seeds they are very closely stuck together and it is considered that in case of monocods both these fuse together just to form a single layer called testa while in case of dichots we see them separately. Now you might wonder that this integuments it do not cover the ovule completely there is an opening called a micropile. What about the seed codes the testa and tegmin do they also have the opening? The answer is yes they have small pores in them for the exchange of water and oxygen because they are vital for seed germination. And even with the pores the testa and tegmin forms a highly protective seed covering or the seed code. And now that we are talking about coconut which is a monocod let's get rid of the tegmin. Well now moving further inside the ovule the next layer that we see is this yellow layer. Well this is a layer of new cellar cell we call it new cellus and one of this cell grew and developed into an embryo sac remember. Now in most fruits this embryo sac while it develops it feeds on this new cellus and completely consumes this new cellar cells and that's exactly what happens in case of coconut. We don't see this new cellar cell here in case of coconut but we do have some very famous examples like coffee and black pepper. In them it is seen that the embryo sac do not completely consume the new cellar cell layer and it persists even in the mature state. So in fruits where the new cellus is found even in the mature state we no longer call them new cellus instead we call them the perisperm. So perisperm comes from a Greek word where peri means around and sperma means seed. So it is a nutritive tissue which is found around the seed or I should say around the embryo sac. And since we don't have this perisperm in case of coconut we immediately get this embryo sac after the testa. Now in the embryo sac we have a zygote and the primary endosperm cell. Now the thing here to be noted is that the zygote can only grow and it can develop if it has something to feed on. Something from which it can derive its nourishment and that requirement is fulfilled by the primary endosperm cell. This cell multiplies to form a nutritive tissue. So until and unless there is a decent amount of endosperm formed inside the ovule we will not see any growth in the zygote. And guess what? This endosperm is the water that we get inside the coconut. Well now you know the answer. This is where you get the coconut water from. But wait what about the coconut kernel? Well even that is formed out of the endosperm. Confused? Well I was confused too but I got to know that it is possible because of the pattern of division this endosperm follows. So if we consider this to be the endosperm cell here the first few divisions will be nuclear division. That I mean that the nuclei will divide repeatedly without the formation of cell walls around them. So there will be a lot of nuclei that will be very loosely packed because there is no cell wall bounding it. And this is what is the coconut water. And at a later stage the nuclei are pushed towards the periphery and that creates a large central vacuole. Now the subsequent divisions of this nuclei that is at the periphery will take place with proper cytoplasmic division. Let's say this nuclei if it divides now again then there will be a proper cell wall formation around it. And multiple layers of the cell with cell wall together forms a hard tissue and that is what is the coconut kernel. And this is why we do not get coconut kernel in tender coconuts. The other day I had coconut water and there was no kernel inside it. But if this was a mature one I would have definitely found a kernel. And this type of cell division of endosperm is called free nuclear division. Now there is another fruit which looks like tiny coconuts. These are called areca nuts or we commonly call it the beetle nut. The endosperm development is quite similar to coconut but the difference is that the embryosac cavity is quite small and this cellular layer of endosperm gradually grows and fills the entire embryosac. So if we cut it open we will see that the entire embryosac is filled with the endosperm cell. And apart from this we also have common examples that we consume every day like maize, wheat, rice, etc. whose endosperm follows this free nuclear pattern of division. Now there can be multiple ways by which this endosperm may divide in different fruits. Let's discuss about two more in this video. So the next one is called cellular endosperm division in which every nuclear division is followed by cytoplasmic division. By that I mean every nuclear division is followed by proper cell wall formation. So 2 cell becomes 4, 4 becomes 8 and we get a proper cellular endosperm right from the beginning. We got cellular endosperm even here but we got it at a later stage right. So in cellular endosperm we get proper cells right from the beginning. And few common examples are mingolia, petunia, etc. And moving on to the third type we call it the halobial type of cell division where we will see a mix of both a free nuclear and cellular division. So initially there will be a proper cell wall formation between two cells but as you can see there will be unequal division of cytoplasm. If we consider this to be the micropile end which means the opening at the ovule here this is called the micropile area and it's opposite is called the cellazolent. So at the micropile area we will see a large cell and at the cellazolent we will see a small cell. Now after a single proper cellular division we will see nuclear divisions happening. So there will be repeated nuclear divisions in this cell, there will be too much activity in the micropile area and very less activity that means very less nuclear division in the cellazol area. And at a later stage there will be proper cell wall formation around each nuclei. And there is a whole order called haloby that follows this type of division of endosperm. And common examples are grape hyacinth, foxtail lilies, etc. Now no matter what type of division the endosperm follows its sole purpose is to provide nourishment to the growing embryo. And do you know how the growing embryo of a coconut looks? Well I was amazed to see that the embryo of coconut was sold as street foods. So this bulging portion that you see it is the growing embryo that is feeding on the endosperm and gradually it will pop out of the seed as a sapling. Until the sapling becomes self-sufficient it thrives on the endosperm. Now just like new cellars it can be completely consumed or it can persist in the mature seed. Just like we get the endosperm in mature coconuts. So depending on the presence or absence of endosperm in mature seeds the seeds are divided into two types albuminous and non-albuminous. Well this comes from the word albumin which is the white part of the egg and endosperm of seeds also have similar appearance milky white. So albuminous seed retain some part of endosperm in the seed and the example can be maize, barley, sunflower or most monocots and non-albuminous seeds refers to those that consume the entire endosperm during the development and the examples are pea, ground nut etc. And just like how our favorite drink inside a coconut is a blessing of the endosperm of the seed you would love to know that our favorite snack popcorn is also possible because of the endosperm inside the corn kernel. When we heat the corn kernel the endosperm inside heats up it produces steam and then bursts out as our favorite popcorns.


I'm UI Choi. I'm a partner from Seoul office. I'm in global technology and service practice. Major changes include technical expertise like artificial intelligence, machine learning and big data. They need to have leadership and fellowship to recruit right developers and engineers and also ability for culture shaping. And more local companies try to expand into global markets. Global experience and business acumen are also required capabilities for successful CTO. I actually placed one CTO who worked for Silicon based big tech company who joined local e-commerce company. He drove culture shaping into agile organization and he developed very strong tech team. As more Korean local companies try to expand into global markets, developing tech leadership with global experience and business acumen is very critical. And as more female leaders emerged in the digital space as founder of startup businesses and also female executives at global and local companies are increasing. But the CTO and CIO function roles developing the leadership, especially female leadership is behind. We need to create a culture where tech leaders with global mindset and business acumen can work cross functionally and cross geographically. And also incumbent tech leaders put more focus on developing female talent and the function role of CTO and CIO. At the same time, the female leaders or female talent in their mid career, they need to have a long term sustainable career goal. They can be CTO and CIO and later they can turn into CEO. As a successful CTO profile involves being business savvy and leadership responsibilities. So having business acumen and understanding their business and products and also communication skills with various stakeholders will be very important.


Thank you. Yes, Karibu Sana. And actually, Ms. Naomi Burry is a film producer, and she's an actress as well. And our next guest, his name is Makovo Mbatha. He's an actor, a presenter, and he also directs stage plays for Do-Art Center and Fanaka Arts. And you shall tell us what Do-Art and Fanaka Arts are all about maybe a bit later on. So, Karibu, Nisana, 2-Y-2-5-4. Yes, I'm glad to have you on set. And before we actually delve into our interview, there is something that these two wonderful people have been working on. And they would like to get the word out for this upcoming show. And I'd like to give them a chance to do that. And before they do that, let me say that it's coming from a particular director and producers from the Son of Man and Do-Art Center. It's the upcoming show on Thursday, Sunday the 7th, excuse me, Sunday the 7th. And it's a play that's going to be at the Kenyan National Theater, and it's going to go by the name of Lady in Red. I wonder what it's going to be about. And there are two shows. So let them tell you guys just a bit more about it and how to get the tickets and where and how much. Hello. Lady in Red is an adaptation from the Mariamma's book. It's by a book scholar, so for those who are readers. Well, the play is amazing. It's well-crafted. And it's going to be at the Kenyan National Theater. Specifically, Okumbim Dogon Sunday, this Sunday, on 7th. Yes, Okumbim Dogo. There are two shows that is 3 p.m. and 6 p.m. Tickets are only going for $600. But OK. You can get them, of course, through our social media platforms. You can get them through Marcovom Bada or? No, we borrow. Yes, sure. Or you can just call through the numbers<PHONE_NUMBER>. Or<PHONE_NUMBER>. You guys wrapped those numbers. I think they've been trying to write that. Guys, please repeat the numbers.<PHONE_NUMBER>. OK, that's for you. Yes, that's mine. How about Naomi? Or<PHONE_NUMBER>. Hayabasi. So you guys have heard how to reach out to them. This is going to be a really in. Are you allowed to give us a spoiler? Or what are the compasses around? Kidoga test. No, we just can't find out. Do you think? I don't think you guys should know. You should come watch, though. We should come watch. Yeah, because it's my comeback to stage, please. And that's what I'm telling people. I haven't done it in four years. I have fully concentrated on film and TV. But now I'm coming back to stage plays. So I want people to have that anticipation of, OK, what is going on? What will she do this time around? And maybe later on you can share with us why you've chosen to come back to stage plays. I'm sure there's a reason.  Hayabasi, so let's dive right in. You guys have heard how to reach those tickets and how you can buy them. So please do so as quick as possible. They're not expensive. And you've seen how wonderful and interesting they are. So believe me, their work will be interesting as well. So actually, Makowo does voiceovers as well. And so do I. And it's interesting that we both do that. But then maybe we can focus more on the acting for both of you for today. So how did you guys get into acting specifically? Because I know getting into acting in Kenya is not exactly easy. Wow, where do I begin? 2010. 2010. I met a guy in the most dentists. I introduced me to a guy named Webo. And those two got me to acting. I began by doing stage, of course. That was Jawabu. Jawabu, then I moved to milestone arts where I built my craft. It has been not an easy journey, but it is a journey that is quite worth. Because acting, I don't think there's any career that you get to really get yourself out there and be free to express yourself in the arts and more so acting. Because I think I have enjoyed performing every other job in this life. I have been a doctor in my experiences. I have been a teacher. I have been psychic. I have been poor. I have been rich. And it is always a learning experience because it expands your mind. So that is basically how I got to acting. And then I diverted Kidogo 2013. I wanted to learn more. So that is how I got into directing. You mentioned it. I got into directing and then I went into film professionally. OK, so how about Naomi? How did you get into acting? Well, as for me, I started when I was very young in the Presbyterian church. I used to do stage plays back then. And I think I think because of that tender edge nurturing, I didn't know what exactly it means to... I just enjoyed.  And by the time I was getting into campus, I was clear-cut. I wanted to be an actor full-time. And it was hard in the African setting, of course, because parents would be like, I'm not going to waste all that money in paying for a course that you will probably not use. Exactly, yeah, that's true. But then again, I did business in campus. Then I'd never stopped acting. I started doing my own stage plays. I produced stage plays at the National Theatre. Back then in 2012, 13, and directed some in church, Deliverance Church, Don Home. And from there, when I was on stage, I still acted on stage as well as producing a lady called Jackie. She's known as Tina in Mothering Low. I was attending church. And she was like, that girl is a good actor. I mean, I would call her for the Mothering Low auditions. And when the auditions were up, she called me, and she was like, she even paid for my transports. I think she was like, I was like, too, like... She was going to make this dream happen. Yeah, we're going to make this dream happen. And I got into Mothering Low. The producer then was Catherine Omoye. I think she's still the producer now. But she moved to be the head of production at Inoro.  I really like your talent, but you don't have a slot in Mothering Low. I also produce Tahidi High. Would you go buy Tahidi High as a uniform and join the program? I was like, just like that. Like, of course. Of course, I remember I was so excited working in town with my brother. And he was like, okay, so what I'll do? Me, I'll just buy for you shoes. So you say I invested in you. Oh, hold on a second. Oh, that's a footage of me. That's a film I did. Oh, this is a film you did? Yes. Aha, okay. 2016 released in December. As it's showing in the background, and producers, could we run this video again a bit later on? I'd like to hear the Tahidi High. Oh, that's a Tahidi High bit. Yes. Right. What exactly is this about? This film? Yeah. It was... It looks intense. Yeah, it was intense. It was the Jesus and his disciples' story told in Kiswahili Shang. Wow. Yes, yes, yes. What role are you playing? I was playing the role of Magda in the film. Okay. It was an adaptation from the Bible. Who's the man? That man is Judas. Judas, the betrayer. That's kind of it, yeah. This is so interesting. It was a very interesting film. It was interesting to shoot a Bible story in Shang. Is it the first of its kind? I think it's the first of its kind in Kenya. Girl, we have to make this a viral. That's so interesting, a Shang movie from the Bible. That's pretty cool. That's pretty cool. Alrighty. So you jumped into the Tahidi High. Yes. And that's how you got into it then? Yes, yes. I jumped into Tahidi High. And after that, I was introduced to more industry players. So I joined programs on Michelle Magic, Sumula, Penzi, Urembo. And then after that, I started doing films. And I found my love in films. And now I started wanting to produce my own films and my own content. Producing your own stuff, now choosing what is going to be on the screen. Yes, now choosing what I can put out there. I see. Amakovo. Yes. You people, I think when we were talking offset before, I happened to see that you guys share really good chemistry. You get along really well. It seems like to me. And yeah, even when you came through, you made sure that, no, no, this lady hasn't arrived yet. It's like this was not going to happen without Naomi around. You have no idea. So I'd like to know how this relationship started and how you people became such good friends. Well, I would wish her to help me with that because ladies are very good with dates. We're telling you the details. Yes, the details. I know me. Jump right into that.  Okay, so... Are you the only one who's allowed to call him Fred? It's specific people. No, no, no, I mean, I'm not the only one. Am I? No. I think there are others who are allowed to call him that. But we met in... Remember when I said I was doing stage plays at Deliverance Church at your home? So we met then. Because the people then I was working with are the likes of James Webber, who he worked with then as an actor, I think, yeah. And I found his talent very intense and I have a very keen eye for talent. I choose wisely who to work with. Ah, you can see talent from far. I can see talent from miles away, yeah. So when I saw his talent, I was like, I'd really want to work with this guy once in a while. I'd want to do something together with him. And our friendship started then, yeah. And we became tight and close enough.   I will come, I will come and be part of this. Oh, I see. That's amazing that that's interesting. And, you know, you mentioned something about parents, yeah. But you gave your side of the story and what they thought. And this happens a lot in Kenya, you know.  And you're just, oh my gosh, okay.  And she shared her background when it came to that.  Well, for me, I think it was different. Okay. My father used to be a language person. So he was so into arts and my mother too. Right. So when I began my acting, when I was so tiny, but professionally New Orleans at 2010, but when I was a little boy, I used to do the church plays and stuff. I remember my first role was Joseph and my mother was part of the audience. So that should tell you I had support from the family. Yes, of course. The only thing or reservations there were, it's more so from the extended family, my uncles, my aunts and stuff. Because in our family, there is this culture. I don't, I think it cuts across every other African home that in your place, most people are soldiers. So you need to go within that line. Or if they are peace, you need to go through that line. And that was almost what I was enjoying from the extended family. But from my main family, I am supported till date. Supported till date. Till date. In fact, most of the people who will be coming for the show, my family will be there. My cousins are in support of this. This is really great. Yes. I love that, I love that. You know, because sometimes, you know, the art scene is not really appreciated in Kenya. And most of the time it's actually difficult, especially when it comes to, especially artists, guys who are painting and doing art and drawing, there is that lack of understanding that art is a career. Acting is a career. Voiceovers, all that stuff, it is a career. It's not like a hobby or something you do on the side. This is our job. This is something that we do to put food on our table. And I find that amazing. And I think that there are a lot of young people who are really talented, who maybe are sitting on a talent of acting or sitting on a talent of singing. I hope that towards the end, that maybe you can encourage them to come out and do something. And before we do that, could you please maybe tell us what Do Arts Center is all about? Because, okay, in the name I can say it's like, do arts, like yeah, just do it, do arts. Is that what it's about? And what do they encompass or what kind of arts are we covering here? Do Arts Center is my company with a guy called Jobis. Jobis happened to be my director when I was coming out in arts. And that's how we got to, just as she said, you pick who to walk around with. So that's how we got to form the company, Do Arts Center. And Do Arts Center is based mainly at KC University, Deca Road. We do stage plays, we do public shows, we associate mainly with schools. Yeah, basically that's it, that's Do Arts Center. But what we are looking to do in the near future is to encompass other groups to come in as a center so that we give it that emblem center so it can do any other kind of arts, not just acting or voice over jobs. So we can encompass on things like acrobats, we can do singing, it becomes a full-fledged kind of an arts center. Right, and so would you say that this is your brand? Yes, it is. And that you would like maybe for people to be, anyone that knows Makowo, that they should associate you with Do Arts Center. Yes, it is. How about the Son of Man? Son of Man, it's the guy I'm producing with. This particular show, Lady in Red on Sunday, the guy's called Marvin Capiccio, that is his company. So we thought about, we need to get out because we've been doing shows a lot in church and we always wanted to get to Kenyan National Theater. That's how we thought about it and said, hey, we need to take this out there. So how do we do this? Let's put our minds together, let's produce this. Lady in Red, so it's produced by Son of Man and Do Arts Center. Right, I see. And when it comes to Naomi, so you're a film director, sorry, a film producer and an actor. What would you say for you were the reasons why? Because you mentioned in the beginning that now you'd like to come back for stage plays, to do your stage plays. Because you started with the stage plays, even you sat in church, when you were young, the Presbyterian church. And so then you entered something else, but now you're going back. Is there a reason that pulled you back into stage plays? Well, I'm not living film and TV. Right. Let's make that clear. But I think it's important for an actor to understand that theater makes you understand your emotions more than TV does. True. Because it's intense. Explain that I'm not an actor. I didn't know that. I didn't know theater does it more than film. Yeah, because how so? Theater is very intense. You could have a million emotions in one specific scene, which is like super crazy, which helps you to be an excellent actor on TV if you know how to distinguish both. So for theater, you accentuate your feelings. And for TV, now it's minimal. You don't use your hands a lot. You use your facial expressions. So it's just basically your eyes and everything. But theater, you can say, you know, and on TV, you can say that I'm angry. No, no, no, you can just... I'm angry, I'm angry at you. I'm really... Oh, it's all in the face.  But for you to do that, I think theater helps, in my opinion, helps a lot to help the emotions come out more. So I think I'd do better as a theater actor because for me, I express with everything. If I'm happy, I express with my hands, with my neck, with my legs, there's nothing that I don't express with. So maybe I'd be more of a theater than a film person. Okay. Maybe, maybe. But I'd like to ask, are you interested in... You know, I think that people are interested in learning when it comes to this field. People who are interested in learning theater, learning how to act, learning even just how to do voiceovers, control their voice and voiceovers. Are you interested at all in teaching people when it comes to that particular area? Oh yes, I am. In fact, just the other day we were in school in Muranga with a friend of mine from Tahiti High, and we were doing, he shoots films for festivals. Now in schools, now they have film festivals. They used to have drama festivals. Now they have adapted film festivals. So I was teaching and training the girls how to do drama. And not to forget that in church, I was training as well. So I'm open to training, though I took a break of training because I also needed to learn. So I attended a lot of workshops and I would recommend the same, a lot of workshops. For example, I attended a workshop by a guy called Moroko. He just came to Kenya. His name is Moroko. His name is Moroko. He actually played Tariq in Empire. Yes. Oh, that was him. That was him, yes. Oh, interesting. Moroko, I think he calls himself Moroko. That's very weird. Yes, okay, that's okay. Is it his real name? I think, I think it is his real name. It is. I think parents can be creative. They can. We'll come back to the Moroko story because our producers have put up a video right here. Oh.  Yeah, yeah. I was cold in my child in that particular. Uh-huh. So in this particular video, we were speaking against corruption. The child was wrong on a matter. Right. I was cold in him. But he remembers that he saw his dad in trouble also and bribing a police officer. On his way out to get a way out. Yes, to get a way out for convenience sake. Right. And the guy went ahead and gave me some money. Your own kid. My own kid gives me money. So it's very interesting. To bribe himself out of. To bribe himself out of the situation that he's in. Yes. And so what you were doing was to try and get a word out on how corruption works and that it's passed down. Yes, how it's passed down from generation to generation because you see kids observe at a very tender age. They learn pretty fast. That is true. Kids start observing at the age of three. Yes. You should be careful at the age of three. Yeah. That was good. That was good. Yes. That was wonderful. Is it like a PSA? Or is it a short film? It was just a small thing we did with J.C. J.C. Charlo is a director. He's a film director. So he told me, I've seen your talent. Children's come together to do something. We harnessed our resources together with a guy called Victor Bogo, cinematographer. Then we did a short video just to put it out there and to show our work. Interesting. Yeah. And our brain children, if you would say. Right. Here brain children. Children.  We didn't. Yeah. I can't. A lot of them. So it's not a brain child.  It's a name. It's a word. I'm going to put a trade mark. And so, Makova, back to you. I think they're going to try and pull up some social media pages of yours. But in the meantime, aside from acting, is there an area that you feel you're pulled into? When we were off set, we're talking a lot about voiceovers. And when I was telling somebody else that I do voiceovers, they asked me, why?  As into somebody, they understand acting and stuff, but they don't get voiceovers. Just like, what is that? How would you like to explain the importance of it? And I think they work as well. They do work. Yeah. They do work. Voiceovers, I think it's a journal of art that's quite used in passing across awareness or advertising things. So it's not something that people should look at. I think you go to work voiceovers and stuff, because it's a time where I did a voiceover for PanAfric. And then a guy was listening to it, and then he was like, I'm not going to do it, I'm going to do it. And I think that's how you pick a job, and that's someone's career. So voiceovers really, really work. They're quite influential. And where we are going, or rather where we are headed to, we will get to animation and stuff like that. So voiceovers will have to be the same thing. And animation is already a big thing right now. And in fact, that's the best way of explaining a voiceover. That's the best way. Yeah. Animation. And that's where our media is going in terms of advertising. Yeah. Yeah, it's a career. That's a great way of explaining it. It is a career. It is a career. Yes. It is a career.  And I was thinking, someone actually openly told me, guy, you don't need to do that. I felt so belittled. I was like, guy. And as in, it's so out of this world. But anyway, you know, leave people to, if they don't understand something, they fear it. There was a time I was in studio for a United's voiceover. And then we had spent our whole three hours doing the same thing. And then the guys just seated up, honestly, what are you doing? Because you're listening and you're saying, no, I don't like this word. I need it to sound this way because this is what it needs to sell. And someone does not get it. Yeah. They don't understand. They don't get it. Why are you repeating? I feel it's okay. But you feel it is not selling what you wanted to sell. It's not evoking the right emotion. Exactly. And people are astonished, really. Why would you want to stay recorded 24 seconds thing for all three hours? Yes. It makes me sad. It makes no sense to them. But to me or to any other voiceover artist out there like you, of course it does make a lot of sense. Yes, of course. And in winding up, there are a lot of young people, I think, who are looking for things to do. And like I said, they're sitting on talents. Even just voiceover talents or any maybe singing, maybe even acting, or they'd like to act. How would you encourage them to come out? Because this is student entrepreneurship. And so entrepreneurs are people who are not necessarily sitting at a desk from nine to five. And right now in Kenya, there's a problem with that nine to five. And so as much as people are going to school to get that nine to five, they might not get that nine to five. That's true. So they might have to look at other things to get some money and to live. And how would you encourage them to do that? Let's start with you, Makovo. I always say, I mean, if you have something that is pressing in you and you feel you need to get it out there and show it to the world, then do so. We always have these fears speaking in us, you know, and somehow they tend to always want to win if we don't speak to them and tell them to shut up. So if you have that something that is pressing in you and you feel this is what I'm cut for, this is what I'm tailored for, don't wait, begin, whatever opportunities you have or whatever finances you bear, and you're looking at and you say, as you as you can see about 100,000, you don't need that 100,000.  We have enough social media platforms. Someone will spot it. Someone will spot it. Let me give you my story. I will not mention the place, but how I became a TV presenter. I was directing a play, a Swaley play, and it was back in Jericho Social. And then someone came from the gym. It was just dressed in sweatpants, a very huge guy. He was listening to me just do my style. I usually read the book and we get to analyze the book before I begin to direct it. So I was there. It was a Swaley book. The guy stood and listened and listened and he told me, would you mind if you could do anything just for me, two minutes, something to do with agriculture? And I asked myself, what would I lose? Because already you can only lose what you have. So I don't have this. Let me just do it. The more excuse, I go on with my work. That's what I did. Guess what? After two days, I got my job. So whatever you are cut for, do it with excellence. You don't know who is watching. You don't know who is watching. Do what you're cut for with excellence. That's wonderful. What are your social media handles in case they're touched by what you said? Makovo Mbada. Makovo M-A-K-O-V-O Mbada. Facebook, Instagram, Twitter, YouTube. Basically, that's it. I miss Naomi, any word. Yeah, time and chance happens to everyone. And so it's up to you to grab it. Nobody will come to where you are and tell you, what do you do? Are you good at this or this or this or this or this? No, I think you need to put yourself out there. Just start where you are. Do it. Just do it if you're in church. Do it if you're in school. Do it. At your workplace once in a while, ask for the fun day and say, I have this talent. Can I do something for you guys? You know, just do it. Also, another thing, social media is a business tool. It's not really a leisure, luxury thing. You could do that. I mean, you have a choice. But to me, I think it's one of the greatest business tools that we have. It is. And why I tell people this is because one time I was chosen for an advert for M visa. It runs on Family Bank if you back with Family Bank. And this guy specifically chose me from Singapore. Wow. So when they were flying in, they said there's a specific... Wait, he was in Singapore. He was in Singapore. Okay. You're here. And here. Okay. And they were specific. They were like, I saw this actor whose name is Namim Boru and her work is out there and I want to work with her. You know? Because even when names were being presented, they were like, no, just give us social media handles. But when they go to your social media and all they find is weird things, I don't think you'll get a job, you know? I'm so happy you said that. Yeah. If they go to your social media and all they find are photos of you at the club or holding cigarettes, holding drinks, or dressing it appropriately, no one is going to work with you. Exactly. Know that. And how you present yourself as a business person is very, very important. So because if, say, that time he checked out my social media and found the only thing I have is photos of me slaying and doing nothing, then he'd be like, I don't see any art in this, you know? Yeah. And I take my social media quite seriously. So you'll not find my family there. You won't find my personal life there. Exactly. You'll just find anything, film, things that I'm working on. Work related. Yes. Work related stuff. I'm so happy that I can use my social media tools wisely. I thank you for that. That is so important. And how can they reach on social media lastly? Oh, yeah. My handles are Naomi Mburu on Facebook, Twitter and Instagram or even YouTube. Naomi Mburu with a H at the end. Naomi spells just normal. Naomi. Oh. Yeah. So you guys have heard from Naomi and Makovo. And thank you so much for coming by the way. I've appreciated and enjoyed our discussion. Thank you. Please remember that if you want to reach out and say anything, whether to me or or to the channel or to these wonderful people. The hashtag is one in the morning and the hashtag is Tuesday Entrepreneurship. My name is Joy Muchache. Please do not go away. Barry Moses is coming with the last interview for Why in the Morning. Do stay tuned in. Thank you.


Okay, all right, so next up on our lightning round sessions, leaders and burnout, projecting your staff from you. Sounds not so fun, but Suzanne McCauley is from, this is the one presenter today, not actually from a library, but from a library system that serves libraries that are in a very rural area of New York. And she's gonna talk about how to deal with the burnout as a library director. Go ahead and take it away Suzanne. Okay, so today I'm just gonna talk a little bit about, I think I'm missing piece of the burnout conversation. I think that it's been something that's been talked about a lot. There's been conference sessions on it and articles and self-care and identifying burnout and making sure you are addressing it and taking care of it for yourself. But I think we're not talking about the leaders role in staff burnout, like the director, the supervisor, the department head and how some of their behaviors might be leading to some staff burnout too. So if you can go to yoga classes, pick up a new hobby, get massages, but if the burnout is being caused by something else, then all that self-care isn't going to matter. And the session isn't going to address rehabbing bad bosses or bad leadership because that's more than 10 minutes. But there are some really well-intentioned, well-meaning leaders that make mistakes or fall into some bad habits that can lead to this burnout. And I know that I've done it when I was the director of a library. I don't think that was a bad director, but there was definitely some times that I think that, you know, I fell into some habits or I did some things that maybe caused some stress for my staff. So that's what I'm gonna talk about today. So first we're gonna go through the don'ts and these are the things that you should try to avoid doing. And the first thing is don't create a can't take time off culture. I think sometimes, especially in smaller libraries, you know, maybe with the only full-time person or there's only two full-time people, we kind of create like this like library martyrdom, like I can't take off, I have to be there. I have to be there every day.  And it's just really important that you set the example and you know, you aren't working, you know, 60 hours a week and you are taking your vacation time and you are taking off when you're sick because otherwise you almost create this culture where your staff is afraid to take their time too because they are seeing how you're there all the time and they start to feel like I have to be there all the time. So make sure that, you know, you're practicing what you preach and if there's vacation time, you're taking it and your staff feels comfortable taking it. Likewise, don't email on nights and weekends. I know it's really tempting, but when your staff goes home for the day, let them go home for the day. You know, even if you're like, I'll just send this email, they won't see it. A lot of people have push notifications set up, they are going to get that email. So just schedule it. It's scheduling for 9.30 the next morning or just putting your drafts and then remind yourself to send it. Don't fire off emails at nine o'clock at night on Sunday night, on Saturday afternoon. Leave your staff alone. Make sure you're not attaching guilt to sick time, vacation time, PTO. I do think one of the benefits that came from COVID is that like people are going, are like, take your time off. You're sick, don't come to work.  Don't you think you can make it in? Can you come in just for a couple of hours? And I think going forward, that attitude is going to change. But you know, people are entitled to their time, let them take their time and have a contingency plan in place. If you're a small library and if somebody calls out sick, you're like, we might not be open for the day.    If they're calling out sick, just trust that they're calling out sick for a reason. Like they shouldn't have to owe you an explanation, but attending to mental health is just as important as attending to physical health. So it's just really important that your staff or you understand that this counts, if somebody needs to stay home to address their mental health, that is their entitled sick time and let them have that. Don't micro-manage. Your way is not the only way to do something. So it's really good to check in with your staff, to touch base with your staff, but don't hover around them. Don't helicopter around them. Let them find their own path forward. As long as the end result is what you wanted, it doesn't necessarily matter how they got there and it doesn't need to be your way of getting there. Don't say we've always done it that way. Be open to new ideas, new ways of doing things. There's no one path forward, especially if you look at how much library services have changed over the past like two years, five years, 10 years. So why are you still doing the same procedures or maybe even have the same policies as you did five, 10, 15 years ago? Libraries are different now, so we need to change the way that we're doing things. And somebody on your front line, like your circulation staff says, hey, I think this would be a great way to do this procedure. Listen, they're on the front lines, doing it every single day. So consider their perspective. And don't assume that no news is good news. You check in with your staff and if they're always like, oh, fine, I'm fine, chances are things are not fine. So start asking some different questions and make sure that you're supporting them. Just don't assume because nobody's coming to your office or they're reporting that everything's fine, that everything is going fine with their work time or how they're feeling about work. So just to make sure that, just because you don't hear anything doesn't mean their staff isn't stressed out, they're not frustrated, they don't need something from you. Keep checking in with them and ask some different questions. So I'll move on to some of the dues. So you should always have your teams back. And this can be, this is like two different ways.  You should never be disciplining from other people.  If there's something that needs to be addressed, that could be addressed later on in an office, in a back room, but forward-facing, you should always have their back. They should always feel supported by you. The other thing is, and I think this is another benefit that's gonna come out of COVID, is that you should always have your teams back, your staffs back when it comes to offering sick time, being flexible about working, having a working remotely policy. You just being as flexible as possible, understanding as possible, extending a lot of grace to your staff. It's been a really stressful time. Things will continue to be stressful. So I just think it's always important that your staff feels really supported by you in COVID and non-COVID times. Make sure you're paying attention to the hours worked by your staff. Just because you set a schedule, don't take for granted that they're adhering to that schedule, making sure they're not consistently staying late. Maybe five, 10 minutes to finish up a task. But if you notice that somebody is scheduled until five and they're staying till six, or they're bringing work home with them all the time, this could not only be a violation, maybe of some labor laws, because they're hourly employees, depending on your state. But maybe you are assigning too much of a workload to them, maybe they've taken on too much, and you should recognize that they're working longer hours, they're bringing work home, they're working on their own time, and make sure that you adjust that, you're reducing your workload, their workload, you're asking them, how can I help you? And you're assisting them, because this can really lead to burnout if this doesn't go unrecognized. And sometimes they're afraid to say to you, I have too much on my plate right now, can you help me with this?  So you really need to be monitoring this a little bit, and keeping an eye on it, and making sure that staff is working staff hours. Let your staff try new things. I know sometimes we think, oh, that's not gonna work, and we've tried that before, it's gonna fail, but sometimes it can surprise you. And I've been on both ends of this, but one time when I was a director, someone on my staff wanted to try a summer reading kickoff for adults, and I totally did not think it was gonna work, I thought we were gonna waste a lot of time and resources, but I let her try it, and it ended up being a really, it was a huge success, and we were a small library, and we had, I think like 45 adults show up, and they loved it, they were reading about it months later, so that was an instance where I was wrong, but what I thought was gonna happen, but I did let my staff try something new, and it really worked, and it was a win for her, and then she gained a lot of confidence in programming, and it showed me that I really, even though I was a director, I don't know everything all the time. Make sure you're communicating with your staff, your staff doesn't know what they don't know, so you really need to be communicating with them, we need to communicate in a variety of ways. My preferred way of communication is email, but that is not everybody's preferred way of communication, so I need to make sure that I'm talking face-to-face with people, maybe I'm picking up the phone and calling them, maybe I'm following up with our staff notebook, so just make sure that you're communicating information in a variety of ways. You're meeting your staff where they are, and you're not forcing everybody to communicate through email, because sometimes the tone can be lost, the messaging can be lost, but then some people just aren't comfortable communicating that way.  There are times with my friend for us that I'll go to him, and I'll just like go through all the stuff and at the end we'll say, what do you need from me? And like, nothing, because I was able to just talk through it, and that kind of helps, maybe you leave some of my stress and help me come to some conclusions on my own, some resolutions. So sometimes you will need to solve problems, but sometimes they just need you to listen, and it can really be a great way off of their test if they know that their supervisor is willing to just sit and give them that time and listen. So make sure you are giving that to your staff. Make sure you include your staff in the decision-making process. I think it's really one of the most stressful things for staff can be when they feel things are happening to them and they don't have any control over the situation. So if you're thinking about changing procedures, workflow, make sure you're asking staff for their input, what they think, what they think would work best, or policies. If you're gonna change your circulation policies, it's really important that you're asking that frontline staff how this may impact their interactions with patrons, their workflow. So it's really important that you ask your staff for feedback, or if you're gonna change something in the library, like the layout, do a workflow with your staff and ask them to look at the library through the page and side, and you talk about it together.  It should be like all this stuff happened, they had no idea that on Monday morning, you went in and you're like, this is the new way of doing things, but that's really stressful for people. So just make sure you're addressing their comfort level along the way. Make sure you're being consistent in your decision making and how you do things. It's another thing that's super exhausting is that the staff has to constantly guess, like how is my boss going to react? What is the decision they're going to make? Yeah, there's times where we have to adapt and be flexible and maybe change what we're doing, but on the fly, but ultimately, it shouldn't vary wildly from decision to decision. Be consistent, your staff knows what to expect from you, what to expect from day to day operations at the library, and that's a source of comfort. But if it's always changing and things feel really erratic all the time, that's definitely exhausting. And that's something we all felt during COVID, right? Because everything was changing and what we were hearing from the government and what we were hearing from CDC, like that was changing. So, be kind of like that before in the storm. So a few for my reminder before I wrap up, just remember, what we do in libraries is really important. I think we do really important work, really essential work, but we aren't life-saving doctors. So there is no reason where you need to like, I have to get in touch with my staff on a Friday night at 10 o'clock about story time. Like there's no need for it. So again, make sure you're scheduling those emails. Something can wait. And the other thing is two mistakes happen, but if mistakes happen in a library, it's okay. They're all fixable.  It can wait. Our very important work is very important, but it's not emergency work. Your goals are not going to be everybody else's goals. So you can be totally passionate about the library and you want to eat, breathe and sleep, collections and services and programs, but it's okay if your staff does not want to be that way. Don't evaluate your staff based on your professional goals. Evaluate them on the job you hire them to do. Did you hire them to work at the circulation desk? And they handle checkouts in a very friendly, efficient manner? That's great, but they don't have to have the same goals. And if you hold them to these expectations, you have yourself that's really unfair. And again, least of these stressful burnout type situations. Make sure you're taking care of yourself. Take your own advice. All these slides where that you should be doing with your staff, make sure you're doing it for yourself. Close your laptop on the weekends. Don't be sending those emails on the weekend. Don't work on the annual report over the weekend. If you're stressed out or burned out, you're not going to be able to take care of your staff. You can't be a good leader if you're in a bad place. So just make sure, yes, you're looking out for your staff, but you are also looking out for yourself. And finally, just remember, it's supposed to be fun. Yes, there are stressful days at the library. Yes, there are really bad days at the library, but you should still be able to find that joy, that reason that you got into it, and you should be able to convey that to your staff. And you can even do this in little ways to celebrate birthdays, celebrate library birthdays, have like fun theme days. You can laugh. You can be silly. You can still have a good time as a director, but still lead your library with authority too. So just remember that ultimately through it all, it is supposed to be fun and make sure your staff knows that and make sure you're reminding yourself of that. So I will make these slides available a few to read after, because I do have some follow-up reading. And I think a lot of these were really, really helpful in just recognizing maybe some of the behaviors that I had as a leader that I needed to adjust in. So I hope that you picked up some nuggets today for your staff. And thank you for listening. Yeah, thank you, Suzanne. I think we did. We got lots of good comments. Wow, powerful presentation, loads of excellent info. Some wonderful information, a comment though. However, you do need to push the marker cap on until you hear it click. That's... Well, we did have a question. I do wanna have one question. I'm gonna show it here. And someone else kind of answered it, but I'll let you too. Someone needs, do you have suggestions for delegating? I tend to take it all on and staff has too much downtime. So taking on too much work. Yeah. I do. Yeah, I'm really mad at delegating it. It's something I've tried to work on a lot more. Well, now I'm not really in a supervisor level, but yeah, you know, it comes back to like, I always try to think of like that scene with Elsa where she's like, let it go. Like you have to let it go. Cause it's about control. Like, well, there's two reasons. Like one, you know, you can do it. You know, if you can do it on time and you know it's gonna be done the way you want it. But then also, if you're now a director, you have a lot of other things to do. So you do have to let that go. And you have to trust that it's gonna be done. It might not be done in the same way that you wanted it done, but it's going to get done. And that's okay. And then you can attend to your other things. So you do have to start trusting your staff a little bit more and it's so hard. And the other thing is like sometimes I'm like, oh, I feel bad asking somebody to do this. I can just do this myself. But you know, again, like that's how you start to burn yourself that way you're not taking your own advice. So, you know, if somebody, if your staff is like, a lot of times they're looking for work, they're kind of, you know, especially if it's a slow time and you're at the situation, it's like, I wish I had something to do. It makes them feel good that you came out and you kind of empower them with this task that you could have done yourself. But so it's just a little bit of trusting your staff, a little bit of giving up that control, a little bit of understanding that your time needs to be spent on other things now. Yeah. Our previous presenter, Abby actually has commented, you can have a task done exactly the way you want it or you can have someone else do it, but you can't have both.  It's okay, it gets done. That's the important part. And that's not what I need to be focusing on that. Yeah. All right, thank you so much. Is there anything we're gonna move on? We didn't get to everybody's questions, but you can always reach out to her or look online. We will move on.