No, same. I would say it’s, it’s, it’s sort of congenial and inclusive in the, I’m certainly not autocratic. There are times one has to make a decision that people don’t like as, as any, any, well, any director of any organization has to, but I strongly believed in passing responsibility to the people you trust and the first thing you do is try to build a team around you that believes in the same things as you do and that you, you can feel comfortable devolving most responsibility onto. I mean, I, I’ve seen some of my colleagues who directors and at curatorial level keeping most decision making close to hand and there are occasions when that’s needed. But very much my style in both places has been very much to give, I had nine department heads in, in North Carolina is making sure that they have the opportunity to make decisions that I know they’re capable of making. And so that allowed me to keep the 30,000 foot view, the big picture view without getting involved in a lot of the detail of that. Obviously one expected to have a regular reporting mechanism, the usual weekly meetings and one-on-ones and all of that. But very much, and I know, you know, I know the generation older than me in the zoo world that I responded to when I first joined the zoo world, many of them were absolutely autocratic. You know, you, you some of the German Zoo directors I remember, you know, first impressions of them, you know what I, you know, what I say goes, you’re not, you know, nobody, nobody says anything different.
