But I hear a lot and power and power and power and power and power and power the empower to empower the empowered who are empowered to do the thing. What about enablement? If I empower you to make the national budget for Lapland, where I live, it might be good if you know what money is. And I'll be honest if I empower these beers to do the national budget for Lapland it's going to be a problem, because one, they don't know what money is and two, if they did, all they do is buy more fish to eat. You have to enable and educate people before you empower them or as part of the empowerment process. They need to know how to do something, how to do it well. They need to have the freedom to find their path of doing it. Once they've seen what good looks like and so when you're working with your teams and you say, okay I want to empower my teams to make more architectural decisions, you need to enable them with architectural knowledge and understanding, with understanding of the operational environment which the product is being used, with all the knowledge that your architects have or at least the proportion of it, that enables them to make those decisions and not just say, oh well you can make the architecture decisions now. I'll be honest if you empower them before you enable them, what's the opposite of magic? Not sure it's good. But let's go for the magic. Enable them, educate them, support them and coach them. Set them free, they'll do wild and wonderful things.