But I don’t, I don’t believe at the end of the day that that’s good management and the way that you build up succession to yourself and that we are talking earlier about, you know, training younger staff, gun curators and so on, is you give those, you give them as much responsibility as they’re capable of taking. So you are, you are, yes, you are there as the, the figurehead, as the guy that ultimately has to make important decisions, but frankly, most of the day to day running and most of the month to month running should be done by that senior team. So you let them, and if, you know, and you, you sort of take the attitude, well I’m trusting you to do this. If you can’t do it, then okay, you need to go and do something else, but we’ll, you know, we’ll give you time to make a couple of mistakes, but don’t make them too often. So, but it’s, it’s very much a devolution process of letting other people have that decision making capability.
