IT Leaders

In this episode, Angela Ciliberti-Riedling, VP of Product Strategy at QSR Automations, joins us for a deep dive into the critical role of feedback in leadership and professional growth. Angela shares her unique journey from Brown-Forman to QSR Automations, highlighting her passion for technology and product development. She introduces us to QSR Automations, a company specializing in kitchen automation for major restaurant chains, and discusses her transition from engineering to a leadership role.

Angela emphasizes the importance of feedback in leadership, citing research that shows 65% of employees want more feedback and that 98% of employees disengage when they receive little to no feedback. She provides actionable insights on how to seek and give effective feedback, stressing the need for regular, earnest conversations and the importance of listening and taking notes.

Angela also discusses common pitfalls in feedback, such as avoiding difficult conversations and the tendency for feedback sessions to turn into venting. She offers practical advice on how to navigate these challenges and ensure feedback is constructive and actionable.

Listeners will learn valuable strategies for incorporating feedback into their leadership practices, enhancing team engagement, and driving personal and organizational growth. Angela’s approach to feedback, supported by research and real-world experience, provides a comprehensive guide for IT leaders looking to foster a culture of continuous improvement.

Creators & Guests

Guest
Angela A. Ciliberti-Riedling
Vice President of Product Strategy | QSR Automations

What is IT Leaders?

The purpose of the IT Leaders Council is to bring together IT Directors and Managers for leadership training, educational content from guest speakers, and peer discussions in a vendor-free, collaborative environment. IT Leaders Councils are currently offered in Indianapolis, IN and Columbus, OH, with more cities coming soon!

00:00:00:02 - 00:00:28:00
Angela Ciliberti-Riedling
Wow. Good morning. So, Doug reached out to me, and, I'm really. I'm so glad he did. I had not heard about this group, unfortunately. Now that I know about it, I'll probably be here all the time. And I'll be, you know, inviting lots of other folks here as well. It's just amazing just to hear you all talking and sharing, you know, positions that are open or looking for a position that's really great and just some of the folks that are in the room.

00:00:28:02 - 00:00:56:13
Angela Ciliberti-Riedling
It's great to see. So thank you, Doug, for reaching out to me to join you today. I'm super excited to be here. My name is Angela Celebrity Franklin. I am the VP of product strategy at QSR automations. If you don't know QSR automations, you should learn about it. I didn't know about them either. Until two years ago, I was at Brown-Forman just prior to being in QSR automations.

00:00:56:15 - 00:01:23:03
Angela Ciliberti-Riedling
I'm a tech nerd and I want to do development and work on technology. So there was an opportunity at QSR automations to do that there. Brown-Forman is great, but it is a beverage. Alcohol, not a but it's a great beverage, alcohol, company. But I do like technology. And sitting down and developing new product and putting together strategy for new product QSR automations, has been around for almost 30 years.

00:01:23:05 - 00:01:43:00
Angela Ciliberti-Riedling
It's this little diamond kind of hidden away. No one really knows about it. If you're familiar with if you go into a chick fil A and you see those screens that are there, the kitchen display screens that are there that have all of your orders on those screens. That's what we do. That's not ours. That particular one is in ours.

00:01:43:02 - 00:02:12:09
Angela Ciliberti-Riedling
But that's what we do. And so we handle kitchen automation in restaurants. In the primarily the back of house. So in the kitchen. And what we're doing is kitchen automation for processing orders, timing orders. We have 20 of the 25 largest, table service, fast casual restaurants. Think of, you know, Olive gardens, Longhorn, Chili's.

00:02:12:09 - 00:02:40:13
Angela Ciliberti-Riedling
There are several. There are others that I can't mention, but we have, a huge, customer base, which is really exciting. And like I said, it's just hidden. In any case, I'm really excited to be here. I started out. My background is is engineering, and I also went to speech school. I, love doing software development, working with emerging technology.

00:02:40:15 - 00:03:12:11
Angela Ciliberti-Riedling
And I, there's several folks that I know in the room. It's great to see folks that, you know, I've known for a while, friends that I've known, that, you know, have been at speed school with me as well and seeing new faces. But I really enjoy that. And there was a point in time in my career where I just kind of sat back and there was opportunity that was presented to go more into a lead role or management role, and, I reevaluated that kind of pretty hard because I wasn't sure I wanted to let go of the development, which is what I love.

00:03:12:13 - 00:03:35:20
Angela Ciliberti-Riedling
But obviously I eventually did, move into management, a management role. And, I've moved around various different places across the U.S. and been in a variety of different roles. And what I have found is, as Doug has mentioned, you don't always get training, management training. And if you do get training, you don't get a whole lot about getting feedback.

00:03:35:20 - 00:04:00:08
Angela Ciliberti-Riedling
And feedback is just so critical for, your development and for the people around you as well. For me, I was at, Chrysler Corporation when I decided to move into, management. And I did get training, which I was very lucky and fortunate to get training. But I will say the the training on feedback was very light.

00:04:00:10 - 00:04:26:13
Angela Ciliberti-Riedling
And so, that really wasn't there. And that's what I have found to be the case as I've moved to California and back to Louisville and all the companies that I've worked for. The training is light, especially around feedback, but it's critical. So, we're going to when you talk about feedback, especially from a leadership perspective, it's often about giving feedback to your team or the people that you mentioned, mentor or coach.

00:04:26:15 - 00:04:51:03
Angela Ciliberti-Riedling
What we're going to focus on today is feedback for us. And, you know, some time I'll leave you with a tool for you to, to, to to do as well an exercise one to start off with this quote. I think it's pretty fitting. Feedback is the breakfast of champions take action and grow stronger. So, I think it's perfect for the discussion for day for our breakfast session.

00:04:51:05 - 00:05:03:11
Angela Ciliberti-Riedling
We're going to jump start the day talking about feedback and then giving, a tool that you all can use and take action on and continue to grow.

00:05:03:13 - 00:05:36:04
Angela Ciliberti-Riedling
UPS so, as we look at feedback, we all know how important feedback is. And I want to kind of re-emphasize that with some research that's been done. So first, employees want feedback. And this is true for leaders. Employees want feedback. And research shows that 65% of employees want more feedback than what they're getting today. So they desire more feedback.

00:05:36:06 - 00:06:07:16
Angela Ciliberti-Riedling
69% of employees say they say they would work harder if they felt their efforts were being, recognized through feedback. That's interesting. Would work harder. I think, that's that's an interesting, stat in itself. We know it's very important. Employee value, feedback value, perception. So employees feel 75% of employees feel that the feedback they receive is valuable for them.

00:06:07:18 - 00:06:40:11
Angela Ciliberti-Riedling
So again, just reiterating the importance, for employees and us as, IT leaders, from the engagement perspective, feedback has a significant impact on employee engagement. So, 98% of employees is disengaged from their work when they receive little or no feedback. That's huge. 98% disengage. When we say disengage. They're probably looking for another job. They're really not.

00:06:40:12 - 00:07:19:10
Angela Ciliberti-Riedling
If they're work from home, they're really not completely focused on work. Those types of things. Digging into that a little bit further. It's kind of hard to see there. The relationship between employee feedback and, engage ment. So 40%, of employees share that they are disengaged if they receive no feedback. And then, employees who are actively disengaged when they receive negative feedback, it's 22%.

00:07:19:12 - 00:07:50:22
Angela Ciliberti-Riedling
And if they receive positive feedback, only 1% are actively disengaged. So those are those are great numbers that just reiterate the importance of feedback. This is true not just as an individual contributor, but it's a true as leaders, and IT leaders as well. So, in addition, research shows as you get promoted and as leaders get promoted, they get less feedback.

00:07:51:03 - 00:08:20:00
Angela Ciliberti-Riedling
So it's harder and harder to continue to get feedback as you get promoted, just when you need it most to be able to, improve yourself, to be able to work better with the teams that you're leading, you get less feedback. So, and we know that's detrimental to us as leaders to be able to continue to progress, and to help our employees, our, our teams and so forth.

00:08:20:01 - 00:08:50:04
Angela Ciliberti-Riedling
So, what can we do about that? First off, how many people here are fully remote? Show of hands. Is anybody here fully remote? Great for you. You're lucky. I'm assuming most of the rest are hybrid. I'm hybrid as well. I do think if you're fully remote, it's likely even, more of a challenge in terms of getting feedback.

00:08:50:06 - 00:09:13:19
Angela Ciliberti-Riedling
But I don't have those stats. But as hybrid, it definitely is. I find that helps. Being in the office to be able to have some of those kind of impromptu conversations and, and, just feedback conversations in general. But since you're as a leader, you're getting less and less. What can you do? First off, feedback is there all the time.

00:09:13:20 - 00:09:42:01
Angela Ciliberti-Riedling
It's around us all the time. You don't even need to ask for it. It's just in conversations as you're having conversations. What I have found, you can find. You can. It's it's listening to those conversations, the tone of the conversations, the words that are use the silence that happens. Those are all indicators. And you can read the feedback in those in those conversations and understand that without even asking.

00:09:42:03 - 00:10:01:03
Angela Ciliberti-Riedling
The next thing is truly ask. So you have to go out and seek it, especially as a leader. You know, you get less and less. It's lonely as you kind of continue to get promoted and move. You have to go out there and ask for the feedback to ask for it. You need to, it requires effective listening.

00:10:01:09 - 00:10:27:21
Angela Ciliberti-Riedling
So, you have to listen. You're not responding. You know, you're not thinking about responses as you're getting your feedback. You have to listen, really hear the, the discussion, and understand what's being said. It's an opportunity to motivate. Of course, if you're getting positive feedback, it motivates you. That's true if you're giving the feedback or if you're receiving the feedback.

00:10:27:23 - 00:10:47:13
Angela Ciliberti-Riedling
If you're getting constructive feedback or negative feedback, it can also motivate you. I know for me, if I'm getting constructive feedback, I'm like, okay, well, that was totally misinterpreted or well, I could have done better at this. And so I need to change x, y, z and I want to do better. So that in itself also motivates.

00:10:47:14 - 00:11:28:15
Angela Ciliberti-Riedling
Feedback is a way to keep learning. Learning about you as you're getting feedback, learning about what other people, how other people perceive you, what works for them, what doesn't work for them. So it's an ongoing journey of learning and getting that feedback is a big part of it. And then, of course, with that, the learning helps with your performance and your development, as well as an individual and as a leader continuing to learn how to work with more people and hear what their feedback is, in terms of what's working well for them or not working well for them or how you, presented something or didn't present something correctly.

00:11:28:17 - 00:11:54:12
Angela Ciliberti-Riedling
So, all good points to just kind of keep in the back of our minds as we're thinking about feedback and how to get that as a leader. So when you're going to ask, of course, there has to be a plan. So we need a plan for, the feedback. And I've got four different things here to take into consideration.

00:11:54:14 - 00:12:18:03
Angela Ciliberti-Riedling
One is identify a go to question. I call that a go to question. Of course, you can ask as many questions as you want when you're going in seeking, feedback. However, it's always and it's always good. What I find is it's good to ask kind of a specific question. It helps really focus on what you want to learn about from the person that you're talking to.

00:12:18:05 - 00:12:52:21
Angela Ciliberti-Riedling
What is it that you feel like you need to really improve on? So with a go to question, having that go to question also, will help you be prepared for impromptu conversations that you don't, you know, plan. Because you have what you really want to learn. Having one go to question also, allows you to talk to multiple people and pick up on any themes across multiple folks so that if one person says one thing and maybe it's different than what other people say, well, maybe you just need to evaluate that a little bit more.

00:12:52:21 - 00:13:18:12
Angela Ciliberti-Riedling
Maybe it's just something specific or particular instance that you had with that individual, but it's a good way to pick up on themes if you have that one go to question. And you can then look at, take that back and evaluate how you want to adjust based on those themes and seeing if there's consistency. With that particular question.

00:13:18:13 - 00:13:44:08
Angela Ciliberti-Riedling
The next thing that I have when planning is asked regularly, there's many ways to get the feedback. We all know performance reviews happen regularly. They do 360 feedback, in those performance reviews many times. That's one way to do it. But that's just typically on an annual basis, maybe a quarterly basis. You can do surveys as well.

00:13:44:08 - 00:14:15:07
Angela Ciliberti-Riedling
I know some folks and companies that I've been at, they've done employee surveys or surveys for, me as an individual getting feedback. But what I'm really focused on here is more of the one on one. Asking regularly, one on one. I feel like having those one on one conversations, having the eye contact, having a deeper connection in regards to that feedback gets you a lot more information and is really helpful in terms of learning about yourself and what you're trying to improve in.

00:14:15:09 - 00:14:40:14
Angela Ciliberti-Riedling
So it it also having those, one on ones regularly improves the chance that people will actually start to open up and share, because when you first start having, you know, one on ones and you're getting feedback, it's hard sometimes. You don't always get people to open up and get good feedback. So the more frequent you're doing that and people get comfortable with it, the more likely the people are going to start to open up and really share, feedback.

00:14:40:16 - 00:15:03:03
Angela Ciliberti-Riedling
The next one is ask earnestly, so really be sincere about the conversation. And, be authentic. So really just, you know, kind of put yourself out there and ask for that, that feedback and have a good conversation. And then the last thing is prepare to take notes. So I take a lot of notes when I'm in meetings.

00:15:03:05 - 00:15:34:11
Angela Ciliberti-Riedling
It's not in this case, from a feedback perspective. It's not notes that of, you know, what my response is going to be or what I'm going to do at the moment when I'm having the conversation. I'm taking notes about exactly what the feedback is. And then later after the fact, I can put together my action plan. But making sure that that, you're really listening in, you're showing that you're, you know, it's important to, to you what the individual is saying in that feedback.

00:15:34:13 - 00:16:08:03
Angela Ciliberti-Riedling
I thought this was a fun little, diagram or, representation of different types of be back in the form of cookies. I'm not going to. Well, I don't know if everybody can read those or not. You know, it's interesting to recognize a little bit, with the feedback, what kind of feedback you're getting, if you see that, you know, there's something like Oreo feedback where you have a positive comment and in between the positive comment on the front and the back end of it, it's maybe that negative comment, right?

00:16:08:05 - 00:16:31:00
Angela Ciliberti-Riedling
So, and that's fine. This is also a good way to kind of think about it as you're giving feedback and structuring things. I thought the one in the next one, macaroon was interesting, elegantly, worded positive thoughts around one very small negative thought. Okay, this is the political answer. This is, you know, this is you want feedback.

00:16:31:00 - 00:16:51:11
Angela Ciliberti-Riedling
Here's your political ads are right. It's the PC version of it. I'm I'm not a huge fan of that one. But it is true. It's you know, people give a, you know, put a lot of elegant wording around, the negative thoughts, black and white, I think is is a good one. Really straightforward. No nonsense.

00:16:51:13 - 00:17:25:17
Angela Ciliberti-Riedling
Just having a good, honest conversation. I like the the other one. Oatmeal raisin. Again. I find that one interesting. Kind of funny, positive with bits of negative, sprinkled in. All right. So, And then sugar cookie, overly, sweet and ultimately unfulfilling. So that's where, okay, I kind of have more regular discussions with an individual to really get to an open discussion, because that one seems to, you know, too sugary for me.

00:17:25:19 - 00:17:53:18
Angela Ciliberti-Riedling
The last one here is one to just be aware of and to, don't fall into a trap. So this is the dough. So this is where the comments that are made or the feedback that you get is unbaked and it's, completely unfiltered. So it's good you're getting some good, honest feedback. However, you got to be cautious that it doesn't turn into venting.

00:17:53:20 - 00:18:31:03
Angela Ciliberti-Riedling
So, which leads me to my next, my next topic, which is traps to watch out for. So the traps to watch out for, in my experience from, feedback is where people are avoiding to have the difficult conversation. It can feel safe to avoid difficult conversations. Nobody likes to, you know, be uncomfortable. Nobody likes to say something that maybe someone isn't going to really want to hear, but you need to hear it, or I need to hear it for just need to do something about it.

00:18:31:03 - 00:18:54:18
Angela Ciliberti-Riedling
So if it goes unsaid, you're never going to know. So that's why you're trying to get to those open, honest conversations. But false harmony is not a path to success. So if nobody is saying it, there's something going on. It's not a path to success. On the flip side, going back to that dough, if it turns into venting, that's a that's a concern as well.

00:18:54:20 - 00:19:20:20
Angela Ciliberti-Riedling
So rehashing the same problems without actually solving anything. Don't want to get into that pattern. Got to take action. And and either change a perception or actually do something to change how you're operating to develop and grow. The other thing from a venting perspective to watch out for is, okay, so some folks don't like to have that hard discussion.

00:19:20:22 - 00:19:42:01
Angela Ciliberti-Riedling
And so they're not going to have the, the conversation with the individual or with me or with you. Instead, they go and talk to someone else, right? They talk to a third party. And so, they're kind of venting to the third party, the other person, which may make them feel good for a short period of time, because they got it off their chest.

00:19:42:01 - 00:20:17:17
Angela Ciliberti-Riedling
And whatever that feedback was, they were able to relieve it. But it didn't help the situation because I never heard it or, you know, the person that was, really needed the feedback, never heard it. So it didn't change anything. So you continue to go through, you know, whatever that experience is until they receive the feedback. I think if you ever see that situation happening, it's good to say, you know, to empathize with a person and, you know, hear them out, but then also just reiterate that, hey, you need to talk to that individual and provide the feedback so that it can can change.

00:20:17:19 - 00:20:49:21
Angela Ciliberti-Riedling
So those are a couple traps to just watch out for when it comes to feedback. So I'm going to take a minute. In terms of action for today, and I do have a little handout that I didn't put out on the tables before. Starting, worksheet. So after we leave today, this is the action for for everybody to be able to do something with is find at least five people, today and ask them a question for honest feedback.

00:20:49:23 - 00:21:14:02
Angela Ciliberti-Riedling
So figure out what your, your go to question is and ask them a question. To get honest feedback. Then listen to them. Don't respond. Say thank you and then walk away. Reflect on it and think about what do you want to do with that information? What do you want to do with that feedback? And then write down an action plan and take action.

00:21:14:03 - 00:21:33:14
Angela Ciliberti-Riedling
What I would actually say. I didn't put this in here is have the conversation with a few different folks, right. So that you can build out that action plan versus just one individual. Not that having a conversation with one individual isn't impactful enough, but I think, like I said, it's it's really helpful to hear it from a few different individuals.

00:21:33:16 - 00:22:00:22
Angela Ciliberti-Riedling
When you're talking about that one, go to question. So that's the takeaway for for everybody today. And I want to take a few minutes. To start that for you I have a a worksheet. I don't know the energy base. I hope you post that if you want more.

00:22:01:00 - 00:22:25:00
Angela Ciliberti-Riedling
So I want to take a few minutes for everybody to get this started. So first is to think of to go to questions. So you can think of more questions than that. If you want. But really you're trying to ultimately get down to, to one go to question one area where you feel like you really want to, improve in.

00:22:25:02 - 00:22:43:06
Angela Ciliberti-Riedling
And then I have a couple examples of what some of those questions might be. How can I do a better job? What am I really good at? And what is one good thing I can do to support you better? See?

00:22:43:08 - 00:22:51:20
Angela Ciliberti-Riedling
That everybody get. Did I get one? We have any extras? Yeah. One more.

00:22:51:22 - 00:23:22:00
Angela Ciliberti-Riedling
You go saying that. And so what do you do when you give feedback to someone in their defense that you get christyn that, Well, when I give feedback, they are defensive. So I always try to reiterate that, it's not it's not to put anybody on defense. It's for us to grow as a team and for an opportunity for us to learn.

00:23:22:00 - 00:23:50:04
Angela Ciliberti-Riedling
And I and I also phrase it in terms of us and some people, you know, don't like that because I try and and especially when you're in that situation where it's a defensive, you know, people take offense to it. If you start saying you or it just continues to create that defensive reaction. So, I try to phrase the conversation around us or we as a team to help kind of, not, keep it in that defensive mode.

00:23:50:10 - 00:24:13:01
Angela Ciliberti-Riedling
But I also, ask for feedback that. So if I'm giving feedback and I see it's, you know, kind of gone into a defensive reaction, I'm like, okay, well, how can I help you? How can I, you know, do something different to help you so that you're not, reacting in a certain way or what have you?

00:24:13:03 - 00:24:47:04
Angela Ciliberti-Riedling
I also the other thing I'll do is if I see it's going that way, I might cut it a little bit short and then come back to it later. Right. And then have that conversation later so that it kind of sets the that there's this feedback out there. And, you know, I've given a little bit of that conversation or had a little of that conversation, but if it's getting, you know, really defensive, then I might kind of shorten it a little bit and then come back to it later, because that seed has been planted, that there's something there and it gives them time to kind of think about it outside of outside of,

00:24:47:06 - 00:24:54:03
Angela Ciliberti-Riedling
the actual discussion.

00:24:54:05 - 00:25:18:17
Angela Ciliberti-Riedling
I'm open to other questions, but let's take a minute for everybody to do this, and then I'll come back. We can come back and do questions. So think of two go to questions that you are interested in getting feedback on. Then start identifying at least three people that you want to take this back to and have a conversation with.

00:25:18:18 - 00:25:42:09
Angela Ciliberti-Riedling
So it's really starting to build out your action plan. And then we'll just take maybe five minutes and then, we'll come back together. Can talk about it amongst your tables in terms of your questions. And then we'll come back together. And if anybody feels inclined to share any of their questions. Love to hear some. It may be just me, but how can I frame the second question?

00:25:42:09 - 00:26:03:23
Angela Ciliberti-Riedling
When am I really good at when I see me versus it? Ha ha. Well, I already feel only good question. Well, I will say so. I've, I frame it in terms of, you know, maybe not that so much, but I frame it in terms of what do I do? Well, what do I what do I need to prep on?

00:26:04:04 - 00:26:24:06
Angela Ciliberti-Riedling
Right. So, I, I give both, I give both. So it doesn't sound like I just want to hear all the, the bragging or I want to hear all the good stuff. So, I would phrase that in terms of what do I do well or what do I not do well. Yeah. If you work for that, if I'll get around to this type of work that you do everything you need to go.

00:26:24:07 - 00:26:46:16
Angela Ciliberti-Riedling
So I'll think right. Because that's work environment work. Okay. Well, we can, bring it back together here. I think a few people walked out the good times for, a bio break. Anybody feel like they want to share one of their questions or.

00:26:46:18 - 00:27:14:14
Angela Ciliberti-Riedling
That you came up with or you talked about? Share one. Oh, sorry. Yeah. So, how clear am I when I communicate instructions or withholds expectations? Why? So how can you repeat that for me? And how clear am I when I communicate instructions, deliverables, and exact patience? Like this. That's a great sign for. I want to know,

00:27:14:16 - 00:27:39:05
Angela Ciliberti-Riedling
Anyone else? Yes. What do I were my strengths that I should be into? And the, What can I do to become better? Diligent. I like that. Where am I strange that I can lean into. That's a great place. If I had question, I love it. Slow start that. Ha ha ha. That's. Yes, I said, what am I already proficient at?

00:27:39:05 - 00:28:04:20
Angela Ciliberti-Riedling
And how can I use those skills in other areas to improve? Another great one. Yeah. More for the people. Like under, I guess that report to me. Am I giving you all the tools that you feel are needed to succeed? That one. Right. Yes. There's a lot of them to, Yes. Yes, I've got two is similar to theirs, but two sides of the same point.

00:28:05:00 - 00:28:15:12
Angela Ciliberti-Riedling
What can I do to make your job easier? What can I stop doing and make your job and your word? Yes.

00:28:15:14 - 00:28:33:23
Angela Ciliberti-Riedling
Some really good questions I should have. Should have. We should have a way to capture all of this. But I guess it is recorded so we can steal some of the questions from other folks that I really like. Several of them. I've got another one. Oh, what is something that I do that you find limiting or frustrating?

00:28:34:01 - 00:28:38:14
Angela Ciliberti-Riedling
You know, I need to.

00:28:38:16 - 00:28:50:17
Angela Ciliberti-Riedling
Yeah, I think that's not. That's right. But.

00:28:50:18 - 00:29:11:23
Angela Ciliberti-Riedling
Chris. Yes. I mean, it's trying to anecdotally, if yesterday we had meetings with all of our session, you know, people through the work becoming teacher leaders and partners of the organization. And we always ask like, what is the thing that I can do this morning? And then things that come out of that is one of those it's like it really just and making it out there in the stories.

00:29:11:23 - 00:29:32:16
Angela Ciliberti-Riedling
It's like creature that he introduced to that. Maybe I'm afraid to do it yourself or what I do yet that I baked and share with somebody that could level up our organization or do it for me. Oh, that's really great. Yeah. You don't hear those kinds of little nuggets of wisdom. So yeah. Yeah, I love that. Yeah.

00:29:32:16 - 00:29:57:21
Angela Ciliberti-Riedling
You definitely just have to ask. And people are so willing to share and, you know, really give you because everybody wants to help one another. But also, you know, make a difference and improve. That's great. Yes. Any anything else? Anyone else?

00:29:57:23 - 00:30:21:00
Angela Ciliberti-Riedling
Scroll away. So that was everything. That's everything that I have. And I think I'm out of time as well. I would say connect with me on LinkedIn if we're not already connected. Also, any questions? Any questions of anything that I didn't cover or didn't, go into enough detail about? Yes. Do you have feedback as like a one size fits all?

00:30:21:01 - 00:30:40:00
Angela Ciliberti-Riedling
You tailor it if you're talking to peers or either the people of you are managing. Yeah, I do, well, I do have a go to question that I like to try to address with everyone. Although I may still some of the questions that I heard here today, but I do tailor the conversation depending on, which grade.

00:30:40:00 - 00:31:11:16
Angela Ciliberti-Riedling
Right. Because if, how can I support you? I have my I have one on ones every week. Sorry. Every other week and change that because and so every other week I have one on ones and and every conversation was, how can I support you better? And I it's the same thing, whether it's leadership or whether it is someone that has I mean, ultimately, we're all working together, trying to support one another, and we're all trying to move forward.

00:31:11:18 - 00:31:23:12
Angela Ciliberti-Riedling
But I do tailor a, you know, conversation depending on who I'm talking to you. But a lot of times mushrooms might be here. So on. Angela. Thank you. Yeah. Thank you.