But I realized if I really want to account on someone's collaboration, I better address their personal ambitions and what they get out of it on an individual level. And that really means, right? I can always tell people, right, this plays into this big KPI of profitability on organizational level, we should do it. And they might say, yes, yes, but they're not really motivated, they might only help half heartedly, so it's okay. But if I tell them, look, this might help you to get more people and you might get promoted if you help me do this, right? They're very bluntly saying, then the motivation is very different. They're like, oh, that's a really good point, I will actually look really good in front of the leadership, they might reward me with a promotion and then I will look good in front the whole organization, right? So if you can be more honest about it and we understand each other's personal motivations, we can address those accordingly. And then if we find that sweet spot, we're not only doing it because we have to, we do it because we want to. And internally motivation can be such a strong driver, right? Proactivity of people is so nice when it works, because we all know how passive people that need to be told every time they need to do it and be reminded over and over again, how nerve wracking that is for us on the other side, right? So why not address it in the right way, give them the motivation that they want, and then basically work together intrinsically.