How did you roll it out? How did you implement it with people managers across the organization?

Yeah, absolutely.

So we looked at this, and we prioritized the quick wins, and so that's things that are, you know, lower effort, but deep impact.

So along with my team, we were able to put together kind of a calendar of, uh, one-on-one talking points.

So what we mean by that is we're able to add to the agenda of all of our employees' talking points around things like- Performance around development, around having some of those conversations.

And through this, we're able to not only employ best practices in the conversation, but it can also take some of that awkwardness out of the conversation where if you add something to the agenda, it can be difficult to discuss, but if someone else has done it on your behalf, it takes away some of that pressure from the manager or the employee to have that critical conversation.

And so by inserting that into the one-on-one agenda for each of our employees and their manager, they're able to have a more effective conversation without fear of any sort of backlash or anything like that.

How are you measuring the results of the coaching that you've implemented? How are you doing it? What did you find? Tell us a little bit about that.