What's important too is to follow through. It's great to have six to 6.6 hours of training, but then there's a reinforcement through career and through exemplary leadership, through leaders speaking openly about a situation that happened in the workplace where bad behaviour takes place. It's reinforcing our code of ethics, to respect the dignity of all persons, but also having candid discussions when a situation happens to reinforce what good behaviour is, why we need that respectful environment, and point out the negative impact it has on the unit, it has on the people, and that we can't do that to each other. We all volunteered to serve this country. That is worthy of a high level of respect by all right there.
It's this constant reinforcement. What we're trying to do is to continue to equip those, particularly young leaders, who are the first line as supervisors with new folks, to feel confident in having those discussions. We want them to have the tools, to have the framework, and to feel confident to advance that forward. That will take time.
In measuring it as to the results, I think we're still trying to find what the right metrics are. As we advance our defence analytics framework, there's an opportunity to exploit that and to understand more of what's happening under the surface.