And so whatever we're talking about in terms of buildings and equipment, and shrine rooms, the engine of this is really people, and their relationships with each other. I'll look at something and kind of poke around a bit and try this and try that, just to see what I can coax out about what the patterns and characteristics are, so that I see more of the quality and how to work with that a little bit differently. One of the main themes at this time that I've noticed is that first of all, this is a family business. I think that's a very important point of departure to understand that about this organization. Anybody who works in a consulting company or in business management knows that there are specialists for working with family businesses.
Family businesses are really particular.
There are dynamics in this organization that are just like those in a family. That informal heart part of the growth was absolutely essential for putting us where we are today. If it didn't happen, we would not be sitting here. It is the case that people feel so much connection to the lineage, to the dharma, and to the transmission that has allowed us to make it through a period that was extremely difficult after the Vidyadhara died and the Regent died. We're sitting here today actually having already grown, and so much so that we've grown out of the mom and pop systems.