Latest / Expertly Said / Stephanie Roberts on Why Communication Doesn't Always Translate Across Regions
Transcript
- Kristen Sweeney: My guest today for this special evening edition of the show is Stephanie Roberts, Chief Communications Officer at Hitachi. Stephanie is a global communications leader who spent the past four years living and working in Tokyo, where she became the first Chief Communications Officer and inbound international assignee at the company. At Hitachi, she leads teams responsible for brand, public relations, digital and social media, executive communications, reputation and crisis communications, and internal communications for 9,500 employees across the Americas, EMEA, and Asia Pacific. At its core, Stephanie's work is about connecting business strategy to visible impact. She partners and advises on areas such as enterprise narrative, transformation and risk, including crisis readiness, geopolitical issues and more. Stephanie believes trust comes from consistency between what a company says and what it does. Outside of work, Stephanie is a runner, hiker and holder of a very well used passport. She also shares reflections on leadership, communications and life abroad with over 23,000 followers on LinkedIn. Stephanie welcomes Welcome to the show. I've really been looking forward, yes, likewise, looking forward to this conversation. you know, the bio for our guests is always this kind of like little glimpse, right, into, you know, for you, where you are today, but also sometimes that kind of the journey. I'd like to hear more of that origin story. Did you always know you wanted to be in communications? Stephanie Roberts: Yeah, and that's a good place to start. actually never imagined myself in communications. ⁓ When I went to college, I intended to go into business. So I started as a business major thinking maybe I would become an accountant. But then it was, yeah, and then after my first year, I realized, you know, I don't think this is for me, some of the math classes and such. So I talked to a career counselor, and we talked about what some of my strengths and interests were. And I've always loved Kristen Sweeney: ⁓ well. Stephanie Roberts: writing. ⁓ So they kind of introduced me to communications. But at the time I was like, I don't even really know what that means. ⁓ So I kind of switched my major into it. And then it was the best thing for me because, you know, ever since then I got my my undergraduate degree in communications, went back to grad school for a master's in communications and my whole career has been in communications now. And I definitely fell in the right place. But I didn't really know what it was at first. Kristen Sweeney: Yeah. Yeah. And were you surprised as you started to learn or let me ask this a different way. When you got into the professional world, did it align with your understanding from studying it in school? Stephanie Roberts: To an extent, I mean, I think earlier in my career, when you're doing more of the day to day, you're deep into the work, you know, and I was writing press releases or doing things like that, but as I've kind of grown up in my career, now it's not really about writing, right? It's not just messaging, now it's more of the strategic angle. So it's changed as my career has progressed. Kristen Sweeney: Right, yeah. Yeah, yeah, definitely. That makes sense. And kind of tacking onto that, I really love your tagline of helping companies connect business strategy to visible impact. Can you share with us what that phrase means for you and how you enact that through your work? Stephanie Roberts: Yeah, I think, you know, one of the most important aspects is employees understanding the direction of the company and how their work contributes to that goal. And then there's plenty of research out there. I can't give exact statistics, but when employees have that, the foundation and they understand what they're working towards, of course it results in higher productivity, you know, more engaged employees and all of that. So you're realizing a lot of gains. in your day-to-day operations when your employees are more closely connected to the strategy. So that's what I meant. And communications plays an important role in that making sure the strategy is easily understood and actually makes sense by people outside that small bubble. Kristen Sweeney: Yeah, absolutely. you know, I, you, ⁓ we're going to talk about LinkedIn shortly, but ⁓ you've got a lot of really insightful content on LinkedIn around. kind of role of executive. And one of the things I noticed you talk about, I'm just thinking as you talk about kind of being able to translate the strategy and the vision is partnership with the CEO. I've seen you refer to chief communications officers, the truth teller of the organization. And I imagine that in order to effectively translate a strategy or vision, you're wanting to. I mean, on a personal level, buy into it, but also really make sure there's clarity around what that strategy or that vision actually is. So can you speak to that importance of executive partnership and ⁓ maybe even what it looks like to have a hard conversation? Stephanie Roberts: Absolutely, and I think that's a critical role, especially for the communications leader. ⁓ Now there has to be the right environment in place, right? There has to be the trust, there has to be psychological safety and all of that to create the environment to do that. ⁓ But, you know, one example is a lot of companies when creating their strategies, it's so full of corporate buzzwords and, and there's, it's very aspirational. but there aren't really many examples of how that's going to come to life. So I mean in my career I've had to point this out that we can't rely on so many buzzwords that people don't understand. We have to keep this easily understandable and have practical ideas of how this will be achieved. So I mean that's one idea related to the strategy, but you know other times it could be the approval process is too complicated, there's too many people involved, Kristen Sweeney: Yeah. Yeah, that's such an important point that, you know, I think our work and our clients kind of span both marketing and communications. And I would say both spaces are spaces where I see a lot of the encouragement to, you know, stand up, advocate for what you need. Sometimes they are both seats that maybe don't Certainly people in those spaces sometimes feel like they don't get the respect that they deserve and ⁓ aren't seen as like, maybe aren't always valued in the same way as other executive ⁓ roles. But I think your point is so important because it isn't just about advocating for yourself. It isn't just about. kind of demanding that seat at the table, it's being in a position where you actually feel safe and comfortable to do so. Like that has to work both ways in order for it to be effective. Otherwise you're asking folks who are already maybe in a somewhat vulnerable position to make themselves even more vulnerable and, you know, put themselves at real risk professionally. Stephanie Roberts: Yeah, I think absolutely that's critical. ⁓ I mean, I think most communicators do know that advocacy is a big part of our role because it is, you know, just not understood. ⁓ But then I think the executives also have to be open to have an open mind to understand that. I mean, I've also seen in my career, some CEOs just, you know, they have a hard stance or a hard belief that there's no value in communications and no matter what Kristen Sweeney: Yeah, yeah, absolutely. What do you think helps you build trust with an executive so that you can tell them the things that sometimes they may not want to hear? ⁓ How are you kind of thinking about building those relationships? And for our listeners, what can they be doing to actively engage and make sure that they are both advocating for themselves, but also really strengthening those bonds so that they feel like they can do justice to what's needed and say the harder things. Stephanie Roberts: Sure, yeah I think, I mean ⁓ key behind it really is building those relationships as you said. And I think the approach is a big part of that too. We never want to disagree just to disagree or just try to be difficult, but ⁓ have to present other options ⁓ you have to give your belief, like don't just say no just to no. ⁓ you can say yes but or it's all about framing in some ways but also I think just getting some ⁓ wins where you know I don't know it can be something very small scale but from that you can build up to bigger where you can push back a little bit more you know bring your voice to the table Kristen Sweeney: Yeah. Mm-hmm Yeah, yeah. I've definitely been in situations where I felt like the, you know, the Debbie Downer a bit, right? I've been like, what about this? What about this? And felt like, ⁓ why am I the only person kind of seeing that? It's a hard position to be in, but to your point, offering those, those alternatives or here's the path I would recommend instead, ⁓ at least gives that person on the other side some optionality instead of being like, ⁓ I've been totally shut down. You know, I've been shut down now. Now what? ⁓ Yeah, yeah. Yeah. It's not, it's a lot of that I think like, I think a lot about mental load and invisible work and I have two young kids at home. So obviously this is like a term I got familiar with from being a parent, but I see it and I think about it at work as well. And like, where are you sort of transferring? Stephanie Roberts: Right, yeah, nobody likes that. Especially CXOs. Kristen Sweeney: the mental load or the invisible work of like, okay, now what? This is the hardest thing to do in business and leadership, is actually see the set of circumstances and say like, who's gonna do the thinking, the hard work of thinking about what we should do now. ⁓ And I like the way you framed this, that there are ways to do it more effectively where you're kind of sharing that responsibility. Yeah. Something I've seen you speak about quite a lot is risk and maybe the increasing ⁓ role of communications in mitigating risk, anticipating risk. There is a lot of complexity ⁓ in the business environment, in the world. Things are changing rapidly. ⁓ How are you thinking about risk today and maybe how have you seen it change ⁓ over the course of your career as like part of the communications remit? Stephanie Roberts: Sure, yeah, think risk is a huge topic and in even the past year or two, I think it's gotten so much more difficult and just faster moving, more frequent than I've ever seen in my entire career. ⁓ You know, between internal things happening and the external factors or geopolitical or, you know, related to environment or climate or you name it. It's like there's always something happening. Kristen Sweeney: Yeah. Yeah, it is. And I want to touch on complexity in a moment. But I am curious when it comes to anticipating those risks and kind of keeping your head on a swivel at all times, how do you do that effectively? We heard in your bio the full range of teams that you're leading and managing. How practically are you staying informed enough to have an eye out for kind of everything that could be going on that you need to anticipate or prepare for. Stephanie Roberts: Yeah, that's a tough part. ⁓ For me, it's about reading, you know, keeping an eye on what's happening in the world. So I make that an important part of my day every day. I mean, I would say I spend probably one hour per day or so reading different sources. So I subscribe to different newsletters, like there's, know, CEO Daily and some other ones, where it helps me understand what is on Kristen Sweeney: Yeah. Stephanie Roberts: the mind of CEOs. So then that way if there's something that could impact our business, I'll look into that a little bit deeper. ⁓ But just you know reading news, reading newsletters, just going well beyond just communications industry related stuff. I think that's that's the most important part. Kristen Sweeney: Yes, yeah, yeah, definitely. It took a while for me, honestly, to kind of... recognize some of my behaviors as such. I might have just said like, ⁓ these are the newsletters I subscribe to and, you know, if I'm procrastinating from doing my work or, you know, something else. But it makes all the, and then I realized what I actually am doing is I am staying quite on top of things. And certainly in the last few years, I've felt the need to do that more than ever. ⁓ But it really does like make a difference what kind of Stephanie Roberts: Yeah. Kristen Sweeney: or you put it in, right? You're either like slacking off reading this newsletter or you're doing an extremely important part of your job to stay informed. Stephanie Roberts: Yeah, don't get me wrong, some of that type of reading is good too. Kristen Sweeney: ⁓ 100%. Yeah. So you mentioned complexity and I, you know, I imagine every one of our listeners can relate to this idea. Complexity can be paralyzing, right? Because see like every way you turn, there's another obstacle, something you've got to navigate. How do you, whether it's professionally or even like personal practices, kind of find the way to confront the complexity and still actually move forward into action? Stephanie Roberts: Yeah, I mean, it can quickly get overwhelming if you try to think about everything. ⁓ So I think it's just really understanding what are the top one or two that could maybe impact you, whether it's personally or professionally or the company or whatever. ⁓ You know, for my company right now, for instance, it's something like terror, right? That's changing all the time. But yeah, it's having a huge impact on the business So something like that is of higher priority than paying attention to, you know, I don't know, I don't want to give another example, but I think you understand what I mean. Like you just have to understand which has the potential greatest impact to the business. Kristen Sweeney: Yeah, sure. Yeah, ⁓ it's a real leadership skill, I think, to acknowledge the things you won't do or won't prioritize. ⁓ That's one of the most difficult things to learn, I think, is just that ability to say, I understand that if I choose this, there are trade-offs. And sometimes, of course, there's something quite obvious in the example you used. I'm sure it's very, very obvious. ⁓ recognizing like, I can't focus on everything and therefore by choosing this thing, am intentionally not choosing something else. I acknowledge that it might even be imperfect, but I will be okay with it because this is how I move forward and make impact in an area that matters more. Stephanie Roberts: Yeah, exactly. I think you said a word I missed, which is the trade-offs. So I think you summarized it better than me, I think. ⁓ Kristen Sweeney: well, it's inspired by you, so. I spent a lot of my time talking with executives and then drawing the meaning out of their words. you know. So let's switch gears just a little bit to LinkedIn. ⁓ As I'm a self-professed Stephanie kind of fan girl on LinkedIn, you've got, you know, I heard over 23,000 followers and a really well-respected voice in the comms community. You know, your content. Stephanie Roberts: Yeah. ⁓ Thank you. Kristen Sweeney: is always thoughtful, sounds like you, you've had a very consistent presence, and you have a very high profile day job that I'm sure keeps you very occupied. So tell me about like why you continue to invest in LinkedIn, what it kind of offers you as part of the community and how you stay consistent. Stephanie Roberts: Yeah, and this is a really passionate topic for me because I love LinkedIn. So we could do just a whole podcast on this topic if we wanted to. But I started, yeah, I started getting really involved in LinkedIn. Now it was basically two years ago. Before that, you know, I was one of those kind of silent lurkers. I'd hit like here and there, never really comment or anything. And then just kind of as the Kristen Sweeney: ⁓ great. Follow up. Stephanie Roberts: as the world has been changing, especially in the US, you know, there's not really stability anymore with corporate jobs. And also, I kind of wanted to have people know me outside of the four walls of my company. ⁓ So for me, it was kind of about how can I build a profile for myself, yet also give back to the communications community? Because I think as we discussed earlier, a lot of people don't understand communications, the value of it, what we do, why it's important. So I kind of wanted to do my part in that. So I just thought, okay I'm going to start posting once per week, which I still do basically. Some weeks I do a couple of times, but once per week. And I started gaining a lot of traction. I I never imagined I would have this many followers. Like I just wanted to get my name out there a little bit and ⁓ just kind of build a brand. would know who I am. You having opportunities to do things like this or speaking engagements or you name it. Just none of that would have been possible if I was still the person I was two years ago staying silent and never sharing my views. So it's been just really surprising but in the best of ways. Kristen Sweeney: I love that. I can feel the contributing to the community piece in your content. Like that very much comes through. ⁓ Do you do a lot of pre-planning? Do you sit down for the week and say like, what's inspiring me right now? What does that process look like for you? Stephanie Roberts: ⁓ Usually I do a lot of evergreen content so it's not really timely. I here and there I'll do certain topics that are very at that moment. So I try to kind of batch it where I'll write three or four or so and then schedule them out and then if I need to make adjustments along the way I will but I just try to you know box it and do as many as I can and schedule far in advance. Kristen Sweeney: Yeah. Yeah. Yeah, that's great. Yeah. Stephanie Roberts: And then engage, of course. It's not just about posting it, right? Like I'm very passionate and I think it's super important if people take the time to comment on your post, you acknowledge them and reply to them, which that's part of building a community. Kristen Sweeney: Yeah. Yeah. I just really appreciate your, it's such an authentic approach. It's also all of the things that, you know, the LinkedIn gurus and the people selling the courses and everything else would tell you to do, but you just approach it in such a fresh way ⁓ while still following all the, you know, good. good practices there. So that's really great. And I really wish you continued success. Hopefully we get you a few more fans ⁓ from this show. So I want to make sure we have time to talk through our one big idea today. This is a chance for us to dig a little bit deeper into one insight, experience, or aspect of your work that's had a meaningful impact. And we've intentionally been Stephanie Roberts: Thank you. Kristen Sweeney: very ⁓ quiet up to this point about the fact that this is an evening recording for me because you are connecting from Japan. ⁓ So we haven't talked about that at all. That wasn't an oversight. We're going to talk about it a lot right now. ⁓ really how international perspective shapes your approach to communications. So I think it's four years ago, you moved to Japan, became an expat, set up a new communications function. That is a lot of change all at once. ⁓ What led you to the decision to say yes to this current opportunity? Stephanie Roberts: you know if there's ever an opportunity to work in Japan I might be interested. But just just a comment just kind of like raising my hand but not expecting anything to come of it right? Yeah no because this is something they've never done they've never brought anyone from overseas to Tokyo and then it was a few months later and I hear from him again that hey there's a real opportunity we're trying to build you know a branding and communications function we're trying to globalize is this something you would be Kristen Sweeney: You weren't signing on the dotted line at that point. Yeah. Stephanie Roberts: interested in. And, you know, it didn't take long. I mean, there are a couple of things to consider for me, but I basically knew, yes, this is a good opportunity. I don't know if I'll ever get this opportunity again. You know, you can either find a way or find an excuse, right? And I wanted to find a way. So this was during COVID. This was, you know, I think 2021, the discussion started or so and Japan wasn't letting anyone in. not even visa holders. So I had to wait over a year. And then finally in May of 2022, I was on a plane to Japan. Never been there before, but landed starting at this, you know, new to me company, new role, new team, new everything. And that was it. So I mean, just I knew this is a good opportunity. I've never been there, no, but I like to try new things. I like to challenge myself. I like Kristen Sweeney: Wow. I thought it was a big deal when I moved to grad school in Boston without having ever seen this school. Stephanie Roberts: That's still a big deal. Don't think it's not. Kristen Sweeney: know if you know the Boston area well, but there's a the fancy shopping street is called Newberry Street. And because I had never gone to Boston, I was staying in the graduate housing and I was really excited to learn that we had a Newberry Street address, right? So well, it turns out Newberry Street is very, very fancy until you cross Mass Ave. but the portion of Newberry Street that I was on was facing a chain link fence overlooking the highway. So, you know, I'd say I was on Newberry Street, but it was like the housing was perfectly fine, but just not, not what I was originally expecting. Yeah, that's right. That's right. So, ⁓ Stephanie Roberts: Well, nobody needs to know those details, right? Unless you're a local. Like, I wouldn't know. Kristen Sweeney: I want to take this where you want to start, but you've mentioned before that you've learned a lot of lessons from a global, this global opportunity, different culture, ⁓ global communications. You're not only, not only in Japan and sort of absorbing a new culture there, but you had a global, you have a global remit. So, ⁓ What are some of the adjustments you had to make or lessons you have to learn or maybe even challenges you faced as you adjusted? Stephanie Roberts: than China, right? Or what's important to different regions is so different. ⁓ But I think, especially for Japan, I mean, I can't say I have a deep dive into every one of those different cultures, but Japan, I'm confident that I now understand it pretty deeply. Just, you know, what works in the US does not work in Japan. Or, you know, I think the idea of Kristen Sweeney: Sure. Stephanie Roberts: FaceTime or executives coming to the employees in person is more important than maybe other regions. Or just the tone and the way that you write things. I think it needs to be more serious than the US or maybe some other regions. But just the overall, the way of doing business, the way of earning trust, the way of employees starting to trust the executives. different other regions too. So just ⁓ more understanding all those aspects has been really helpful from a communications perspective and I never would have that just trying to do this from the US or never living in a different culture. Kristen Sweeney: Yeah. Do you feel like you understood it through the osmosis kind of and just presence there, or was there anything you intentionally did or anyone you specifically worked with to kind of get you sort of up to speed or help you understand those adjustments? Stephanie Roberts: is going to work for Japanese employees especially versus other regions. And just even understanding the history of communications in Japan, I mean it's very different than Europe or US. Like the idea of communications is still pretty, you know, it's not as mature as the US or Europe. Like they're still not as deep of an understanding of the Kristen Sweeney: That's interesting. Would you say that some of the responsibilities of communication were maybe folded into other leadership roles without breaking it out as a communications function? Or was it just more like didn't see the need culturally for some of the? some of the activities and like value that communications can provide that that's newer just in general. Stephanie Roberts: I think the idea of internal communications especially is very new. Like as in the past 10 years or so. ⁓ So I think that in my experience just never really existed. I think the focus has always been on PR. Like everything is PR. And it's more focused externally, but not so much on the inside. Or things like digital, you know, like social media. Kristen Sweeney: Okay. Okay, okay. Okay. Stephanie Roberts: came, you know, the company didn't have social media and that was four years ago. just, yeah, mm-hmm, yeah. So it's just, it's very, very different. Kristen Sweeney: Wow, that's so interesting. That's really interesting. ⁓ I think of Tokyo and so many of the images I see and it's so high tech, right? And so, like, right? And so that, yeah, that's really, really interesting. Okay, okay. Stephanie Roberts: Yeah, mean certain parts are like the train system, you they're the best in the world. are certain areas Tokyo is definitely advanced. Kristen Sweeney: Yeah. And so how did you think about coming in, the Chief Communications Officer role was new? Was the entire communications function something that was being stood up when you arrived? Okay. Okay. How did you approach building out the team and really kind of building up the function? Stephanie Roberts: been a lot of ⁓ getting the right people in the company, in the team, and having the right skill sets and then making sure that ⁓ the headcount matched the requirements, especially as we were globalizing. When I came, the focus was really only Japan. There was no real communication outside Japan. So making sure that we had the infrastructure in place to support that. Kristen Sweeney: Okay, okay. It's interesting when you mention the rotations. ⁓ You know, one of the things that I hear... often in the communications community is the need for business acumen and how important that is, especially when you're having those conversations with executives and looking to translate strategy. So it just made me wonder whether that generalist approach, while everything is trade-offs, ⁓ might instill stronger... business acumen kind of across the board, just a greater understanding of the different parts of the business and how they're functioning. Stephanie Roberts: I do wonder too. I mean a lot of companies are still doing it. I think to prepare them more for management roles and such. I think there are some benefits to it, of course, and of course there's some downsides too. But that would be an interesting case study, I think, just to see, does an approach like that work better than the U.S., which is so specialized in expertise, right? Kristen Sweeney: Yeah. Yeah. Yeah, yeah, definitely. ⁓ Yeah, definitely. ⁓ On a personal note, anything you really kind of love or found delightful about your move to Japan? Many things, I'm sure, yeah. Stephanie Roberts: ⁓ yeah, there's so many things. Yeah, I mean I think that's the best part. The living in Japan aspect is really wonderful. It's a safe place, of course. No place is perfect, of course, but I don't feel like my safety is threatened or things like that. The food is just phenomenal. I mean the quality, the cost of the food, but the quality is higher and just seasonal ingredients. the level of service, people are just very friendly. I mean, there's just ⁓ many things and I love traveling too, so it's ⁓ of given me a new springboard to see, you know, the other side of the world. And I've been to almost 15 countries, I think, in the past four years. I'm trying to ⁓ all that I can and in Japan too. Kristen Sweeney: Yeah. ⁓ wow. Yeah, yeah, certainly. ⁓ So for communicators who ⁓ don't have the same kind of amazing opportunity that you've had, what can they do to sort of build a cross-cultural muscle or gain some international experience? Stephanie Roberts: But even if you can't do any of those, I mean, you can certainly read things like the culture map. That was a big one for me. Just reading it to understand what kind of drives other people or what makes them tick in certain regions just to get more of that cross-cultural awareness. ⁓ And then traveling, of course, too, right? To me, traveling is one of the best educations. Getting your experience on the ground and seeing what other cultures Kristen Sweeney: Yeah. Yeah. And just to make sure we kind of like bring this home, for someone who, you we've talked about your move to Japan, but the context of that was you needed to understand Japanese culture because that's the environment that you were in. So let's say for someone who's in the States, what do you think that having that additional exposure will do for them more broadly in terms of their approach to communications and their perspective? Stephanie Roberts: Well, I think a lot of it is personal and like personality and you have more empathy for people very different than you. And also you can better understand why things happen the way they do. know, before when I was only in the U.S., you know, we would work with people in Japan here and there and ⁓ there would be lot of complaints like why do things happen so slowly or why does it take so long? But now I understand why things take longer just because the whole decision making process is so different and among other factors. But without that knowledge, it's just, it's a lot of people complaining but not understanding. So you have more understanding why things happen. Kristen Sweeney: Yeah, sure. Yeah, that's so interesting. And thinking about, again, that empathy that you mentioned, putting yourself in somebody else's shoes that perhaps they're looking at their colleagues in the States going, why are they always in such a hurry? Why are they rushing all the time, galloping ahead and yeah, impatient? There's lots of ways to talk about, it's all in the framing. yeah, awesome. Well, I really appreciate the conversation on that. Stephanie Roberts: Yeah, yeah, yeah, yeah. Exactly, yes. Kristen Sweeney: perspective we have not had and ⁓ this has been great. So as we wind down our time together, I want to transition us to the last word. This is our lightning round segment. Every guest gets the same five questions, so you could just go with your gut on these. Are you ready? Question one, what's your favorite word to say out loud? Stephanie Roberts: Sure, let's go. Kristen Sweeney: ⁓ that's so good. That might be like the answer, yeah. You can't. I think there was a, there's a book I remember in my childhood and it was, I think, a purple dragon. And that's like the very first time I heard the word serendipity. Um, wow, that just got unearthed from like the deep recesses of my mind. I'm going to be Googling that shortly. Yeah. Appreciate it. Question two, what's a word you know from reading, but you're not quite sure how to pronounce it. Stephanie Roberts: I'm glad I could extract that. ⁓ I think it's charcuterie? Maybe it's not from reading, but more friends and parties, still, I always hesitate saying that word. I don't even know if I said it right right now. Kristen Sweeney: Yeah. Yeah. Yeah, I think you did, I think you did, but you know, sometimes we just get those words stuck in our heads at like, it's always that beat or that pause. How about a phrase or saying you wish could be retired for good? Stephanie Roberts: kind of grinds my gears is that's not my job. When people say that, yeah, I wish we could retire that one and have more team players. Kristen Sweeney: Ha ha! Fair enough. What's a communication practice or principle that's non-negotiable for you? it. And what's the last thing you read, heard, or watched that really stuck with you? Yeah, yeah, that's great. Thank you. And Stephanie, thank you for joining me today. If our listeners want to learn more about you, where can they go to find you? Stephanie Roberts: Well, they can find me on LinkedIn. I'm on there every day. I don't post every day, but I'm on there every day. Or I have a website as well where I have a lot of the articles I've done and podcasts and other resources if people want to check it out. Kristen Sweeney: 100 % Wonderful. And we'll put that in the show notes. Thank you so much. Really enjoyed the conversation. ⁓ Stephanie Roberts: Thank you so much, Kristen.