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If that person delivers the plan, awesome things will get better. It'll achieve what you feel like

the organization needs. But if they don't, there needs to be consequence.

Daniel. Hey, Erica. What's up? Oh, you know, just enjoying this Monday morning. How are you?

Good. Where are you? Buffalo, New York. How's it going in Buffalo? What's going on?

Is it raining there? No rain. We're sunny. You know, so both seasons almost here for us,

those fans. Yeah. Let's go, Josh Allen. For the rest of the summer.

Yeah, Josh Allen, best. But go ahead. All right. Hit me with your question.

We consider you're going to talk about the bills like all of them. I would love to talk about them

all day. My question is, so probably like now 18 months, I've been on a board of a really small

nonprofit somehow found my way to be the chairperson. Oh, geez. And yeah, like I'm a child. How am I doing this?

Yeah. It's super small. That's okay. That's awesome. A lot has to get a lot has to get changed.

And I sometimes struggle with I'm younger than the executive director. And we need to put in

some better best practices. I've tried to say like, let's do this. Give you 10 flips and examples.

And still don't see a lot of it. So I'm just I feel stuck between like a rock and a hard place.

So I can't do this for you. Right. Even though I have like more nonprofit experience and leadership,

than this person, but not in the direct application of what we're trying to do and fix.

And like really believe in the mission. And so I guess, you know, your feedback or tips on like how

you tackled, you know, providing tough feedback as a board member with sometimes it's different

than when you're an employee versus not. Yeah, it's I love this question because I don't think

people talk about this enough, which is so when you're if you're asking tough questions or you're

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