What Feels Heavy Right Now

SPEAKER_01 0:14

What's going on, guys? JC Fowler here with my partner James Wilson Jr.

SPEAKER_00 0:18

What's up, y'all?

SPEAKER_01 0:19

I'm in the fancy chair today. If you're watching us on YouTube, uh more back problems. Uh, but we're excited. We're excited. Uh James, question for you to kick this thing off. Uh what feels heavy for you right now? People, pace, expectations, decision loads, something else. What's feeling heavy for you?

SPEAKER_00 0:38

I think it's expectations, man. For me, trying to manage expectations of so much uh family, uh, business, partnerships, um, future, uh, it is expectations, even though that's such a loaded question because it goes into expectations of well, who am I supposed to show up as and who do we need to be here, and all those things. So I would say what often feels heavy, specifically in times of transition, um, is expectations. So that's real. Yeah, man.

SPEAKER_01 1:11

Yeah, I think for me it would be pace right now. I am I like to keep a certain pace, yeah, and I don't like anything to get in the way of that. Yeah. And at the end of this episode, I'm gonna lay down on the floor and rest my back and we'll keep planning. So that's that's where I'm at. Where are we going today, man?

SPEAKER_00 1:32

It's good, man. So capacity is about not being tough or pushing through. So that's really important. It's about sustainability. Most leaders don't break because they're weak, they break because the load, the pace, and

Capacity Means Sustainable Leadership

SPEAKER_00 1:46

the expectation stop fitting what a human can carry for long. Or on the flip side, they don't feel like they're carrying anything worthwhile. So they check out and they watch things break around them. Capacity.

SPEAKER_01 2:02

The capacity question. Yeah. As I was saying, man, my capacity has shrunk during this season, but I haven't wanted to decrease the load. And so I'm coming up against that capacity threshold, and I know it. And even, you know, as we're prototyping that threshold diagnostic, a little teaser for y'all. I um, okay, that's a nice low capacity score. Uh that's helping. I I started this back recovery recovery journey about four months ago. Have a torn disc in my L5, S1. Uh, and you out there with bulging discs, herniations, I get it. Uh it is hard to lead when you feel like uh you can't carry anything. And so did some of that, saw some improvement, talking about expectations, saw some improvement. Oh, got a little bit of a rhythm, pain's going down, I'm moving at a certain pace. I'm like, this is good, this is good. And then they said, Hey, there's this regenerative procedure that'll probably get you further in the long run. Gotcha. It's gonna take you backwards first. Okay, so you know, intellectually, it's like, well, that makes sense. That's easy. Obviously, I want to get full recovery, and so let's do this thing. Um, and so I am five, five and a half weeks out of that, and it feels like I'm back to ground zero.

SPEAKER_00 3:26

Yeah.

SPEAKER_01 3:26

And it's driving me nuts. Yeah. And it's starting to, it's starting to show up as a little restlessness, as a little anxiety, as a little irritability. Even some of that despair creeps in of like, uh, how can you keep going? And I keep coming up against, well, what do I let fall off the plate? What expectations do I let drop?

SPEAKER_00 3:47

Yeah.

SPEAKER_01 3:47

And uh, I'm my own worst enemy, man. So I'm I'm in the thick of it, processing, real time, as you heard yesterday.

SPEAKER_00 3:54

It's good, man. No, this is really good. I I appreciate you um being real on this episode. I think that that's what I've loved about um our conversations. We're able to kind of just jump in. Um, and so I think that's where we're going today. Just this idea of that's why we're talking about capacity. It's one of my favorite topics because I've seen leaders break under it. Um, and I've experienced that myself. So, so let's kind of give some clear definitions and then lean in a little bit more to the conversation because I think you even speaking to you directly, it's not that you are failing, it's that you're human. And oftentimes when we meet our limits, right? I love it. It's when our loads exceed our limits. It's that we run out of margin and we have to figure out what that looks like. So let's go in a little bit, man. Capacity is so interesting because it's basically your life and work container. Um, I love this concept because you think about a container that you've got a limited amount that you can carry at one time, right? So you're mentally, emotionally, relationally, physically, you only have a certain amount that you can carry at one time. And carrying too much obviously would lead to overload. Carrying too little leads you feeling empty. And there's this sense of purposelessness. And so when we notice that leadership often fills this container very fast, right? You've got meetings, decisions, people problems, pressures, expectations, uh, new initiatives, visions, partnerships, this relationships, all of these things add to the container. And then you start poking holes in those containers unintentionally because it starts leaking. Wow. Poor sleep, constant stress, unresolved tension, physical issues, mental issues, relational trouble, all of those things start to add. And now what used to be normal feels like it's too much. Wow. So the question with capacity that we really got to dig in is not can I handle a lot. The question is, can I sustain this well? That's so good.

SPEAKER_01 5:58

When you when you say capacity, I immediately go to I don't have an like uh I'm at I'm at capacity. That's a phrase I want to hear you unpack. And another phrase that people toss around a lot, which I don't think is a bad phrase. I just think it's one you know we need to maybe sink our teeth into a little bit, is the idea of a high capacity leader. And just attention I want to pull out of what you said. It's like we're at the capacity threshold, either A, when the load exceeds the limit, or B, there's no load at all and we're bored. So I'm just I'm excited to again say tell me about let's go high capacity leader, I'm at capacity, take these apart for me.

SPEAKER_00 6:37

Let's dig it, man. I because I I love these these myths. So you check out any job description, you check out any, I'm I mean, it's it's everywhere. You check mission-driven leaders, founded like we we really mean well, and we say we're looking for high capacity leaders.

The High Capacity Leadership Myths

SPEAKER_00 6:52

And so I think, and someone even called me that once before, like, oh James, you're a high capacity leader. You've heard that you're a high capacity leader. And so it's a compliment, but it's also a trap, right? So it's a compliment, but it's a trap because we treat it like it's a personality type, as opposed to something that can be developed, something that can be grown, and realizing or not realizing that sometimes it changes over seasons. So so I want to break down some of the myth of high capacity. Here are the three myths. Number one is we think that high capacity means I can carry anything. There's some things you're not meant to carry, right? But because I'm a high capacity leader, again, you look at the job description, I want you to do this, I want you to do that. Oh, there's there's uh scope, scope creep, and this, that. I want you to add this and add this. It's like, no, there's some things you don't need to carry as the leader of this organization, right?

SPEAKER_01 7:43

Which is all yeses and no no's. There it is. There it is. What can we add? What can we add? What can we add? What can we add? I love the question. What could we let die? Let die. What can we take away? That's a hard question. Right?

SPEAKER_00 7:55

So so capacity means I can carry everything. We also say the myth of capacity, high capacity means I should carry everything. So it's it's very similar to the first one. It's that I can, right? Because I do have uh a load. You've got broad shoulders, even yourself. Man, I can handle a lot. So we assume, because we can handle a lot, that we can do everything. And then the flip side is that I think I should carry everything. This is my baby. This is the thing that I've I designed, I developed. We talked about that months ago. Nobody likes to admit they've got an ugly baby. Yeah. And so, so, but we should carry this. And I think that's dangerous too.

SPEAKER_01 8:32

Yeah, that's the expectations that you were talking about, too. I'm only successful if I can carry it all. Yeah. Myth.

SPEAKER_00 8:38

Yeah. High capacity.

SPEAKER_01 8:39

Okay, cool.

SPEAKER_00 8:40

The last myth that this one, this one hits home for me. Um, and I don't think this is one that we like to uh look at in the mirror. It's that the the myth of high capacity leadership is that if I hit a wall, I must not be high capacity. Wow. That's like heartbreaking. And and not just heartbreaking, it is it's soul-wrenching. Like I could try to think of all of the adjective or the words behind it, but when you hit a wall and you've been told for years and you've even identified as a high capacity leader, and then you hit a wall, your identity is shattered. So I'm not saying we need to take it off of our resumes or our job descriptions, but I do think we need to examine it a little bit more because a high capacity leader is not just someone who can carry it all. In fact, here's a here's a great definition. High capacity leader is someone who's carrying the right load at the right pace with enough recovery to stay effective over the long haul. One more time, one more time. So we want to carry the right load at the right pace with enough recovery to stay effective over the long haul. This is not a this is not a personality type. This is something that I'm developing over time. It's something that I can change over time. That's the beauty of it. It's that I actually can increase my capacity over time. It can be trained. It can be trained.

SPEAKER_01 10:01

Right. It's a marathon, not a sprint. That's it. That's what I'm hearing. I want to go back to that third myth real quick. If I hit a wall, I must not be high capacity. Yeah. I don't know who needs to hear this right now, but again, uh, if you look at the the best leaders out there, the most effective business leaders, people who've uh launched nonprofits, they all talk about these stages in their careers and in their journeys, where you either hear about it on the news because that hitting the wall that they ignored led you to a public moral failure or scandal or whatever. Or you will hear about it on a podcast. How they said, hey, when I was 40 years old, when I was 50 years old, when we launched the second campus, when we decided that we're gonna whatever, go public, whatever it was. And I know that has been such a gift for us, even just a podcast recently, like Carrie Newhoff, Craig Rochelle, Lou Giglio, Jenny Allen, Jenny Allen, Jenny Allen, yeah, and and these people of a billion-dollar things, huge churches, giant companies, to say, oh, you hit a wall too. Yep. And so it's almost like we need to reframe it and say, hey, if you hit a wall, you're in good company. Yeah, now what? Yeah, yeah. That's really good. That's really good. You might be at capacity. So you might have capacity. Hell's at capacity.

SPEAKER_00 11:19

So good. So you've got the high capacity leader, and then when leaders say I'm at capacity, what that means is it's usually not just one thing. We assume that it's oh, my job or it's this or that. But when the leader says I'm at capacity, it's an equation that we've got to look at. It's that my load got heavier, the pace got faster, and my recovery got thinner. Right. So it's so as we look at

Why Leaders Say “I’m At Capacity”

SPEAKER_00 11:41

those three things, and this is all like research, it's it's load, it's pace, and recovery. So, in other words, I'm at capacity means not that I have too much work, it means that I'm carrying too much too fast for too long with not enough rest or reset.

SPEAKER_01 11:58

I'm just feeling for me right now that the load got heavier. That's because even I have to do all these exercises, yeah. And I gotta take all these breaks, which sounds like the opposite of but even keeping track of it all, knowing oh, I I have these new things I need to do to live into the life and work and leadership that I want. Yeah, that adds to the load. So it's kind of sneaky almost. Yes. It's like, hey, we need you to do some of this rehab and some of this extra rest, which not like not like you know, whatever, deep soul rest, like creating that structure that we'll get to, but like another task on the to-do list.

SPEAKER_00 12:41

Yeah, yeah.

SPEAKER_01 12:42

And I'm like, oh my gosh, I'm already keeping up with all this other stuff, and we're gonna move soon, and and I got this job, and we're doing this company, and and what about this? And I'm flying to Chicago soon. That's so interesting. Yeah, that for me, the you know, between the the load, the pace, and the recovery, yeah, which maybe the recovery is thinning when the load gets heavier, kind of depends.

SPEAKER_00 13:00

But anyway, I think you're right, man. So so there is when we were kind of digging into it, and I didn't know if it would make the notes, but when we look at the load, some of the research would say that there are three things to the load, the three loads that you're usually carrying, it's task, um, expectations, or emotions, right? So I'm either I'm the load for me is I'm either doing too much, um, I need to be too much, or I'm carrying too much. Right. So so we think about just that's normal stuff, normal life. You so so you again, high capacity leader, you're already doing a bunch. And normally high capacity leaders are going to be doing a bunch. You you the people you want on your team are the folks who can actually do a bunch, and they're doing a bunch. But what happens is sometimes, like you said, it's those sneaky things that we don't realize. It's the sneaky tasks that actually start over time. That's what it is. It's the sneaky expectations. It's like, oh, I didn't see this coming. Right. Or those emotions that I didn't even realize I needed to carry. And we don't have a we don't have time to get into it this episode. So next episode, we need to deal with it. Right. Yeah, man. That that's it's those loads that become heavy.

SPEAKER_01 14:05

All right. So how it feels okay, it feels like the stakes are high. Yeah. We've talked about we've talked about a lot of things on here identity, capability, clarity, you know, self-awareness, all sorts of things. And I think the stakes are high for all of those. Sure. But what we've seen when capacity gets fumbled, when we get stuck at that threshold, uh, just the implications for our actual life, the things that we hold most dear, yeah, they begin to shrivel and and maybe even disappear. Absolutely. And so the stakes are high. So, how do we diagnose it? Where do we go?

SPEAKER_00 14:32

Yeah, this is good, man. So this is I I love this part too. So if your capacity is a container, you need a way of checking it, right? So you need a dashboard. And so I almost want you to consider a container. And on those container or in this container are two

Burnout Defined And Warning Signs

SPEAKER_00 14:47

dials. Uh, one is energy and one is engagement. And depending on where those dials go, whether up or down, uh for too long, it determines whether you go into this zone or that zone. And so we can dig in a little bit. Um, let me get this first one energy. This one is so fun. Uh, it's challenging, but fun. But energy is the one dial, and that dial usually leads to burnout, right? So energy, too much energy in one space for too long, it's like, uh, I'm high, I'm high, I'm high. Okay, you're gonna break.

SPEAKER_01 15:22

We're redlining it.

SPEAKER_00 15:23

Yeah. Pinning the energy. Exactly.

SPEAKER_01 15:25

And yeah.

SPEAKER_00 15:25

And that that that is good for season, right? They're good for for moments, but if you're constantly at that same pressure or that same state, that same level for so long, it's going to lead to burnout. And so when it's when it's due, and you talked about it, when that energy dial is up for a while or too long, it starts to show up in how you lead. It shows up in the rest of your life. Right. And so, so burnout is so crazy. Again, walk, having walked through it, burnout is not just being tired, right? And burnout is not just, it's not just having a bad week. It's not just people just assume, oh, just just just do this, just do that. Burnout is not just having a bad week, it's not just having a bad day, maybe not even having a bad month. It's actually looking at my patterns. It's looking at how am I showing up. And here's the thing about burnout, too, that burnout is not just a life label. Burnout is actually a work issue. It's a work issue. So, so when you look at the definition, the World Health Organization describes burnout as chronic workplace stress that hasn't been managed well. And it's characterized by exhaustion, cynicism, mental distance, and reduced effectiveness.

SPEAKER_01 16:39

So the man Okay, okay. So exhaustion. Exhaustion is different than like I'm tired, I need to rest. Exhaustion comes when I'm tired even after I rest. Yes, dude, the craziest thing, I'm not saying I'm burnt out, y'all, but I'm definitely I'm in a tough season capacities being threatened, and I need to make some changes. But I just went away for a week and I turned my phone off. I checked in with you in the middle of the week, that's it. And talked to one client, and then was totally I was pretty much horizontal, just resting the whole time. And I came back, and I can't say like I came back tired, but that pattern came back again. Nothing changed at home, really, right? So that's so interesting. Yep. And that distance and that cynicism is like, okay, I get resentful, I get detached, I get snappy, I get numb. Yeah.

SPEAKER_00 17:26

You're irritable. Yeah, absolutely.

SPEAKER_01 17:27

Like you said, it leaks. Of course, obviously, that's gonna not just be your working relationships or your direct reports or whatever. It's gonna be in your entire life. It leaks into your life.

SPEAKER_00 17:37

Yeah.

SPEAKER_01 17:37

And that last one, the reduced efficacy or the reduced effectiveness. It's like simple things feel harder. I'm less confident. I feel like I'm spinning. I sent a text last night, someone checked in on me. Awesome. And I said I'm spinning. And I'm the analysis paralysis like dial got turned up because I'm there's there's too much, and and I got this kind of restlessness. And it's interesting that that could be just a like a temperature check, a gauge check of reduced effectiveness, which is hard because in my head, I'm like, well, try harder then. Work harder. Yep. Well, go harder. You're being you're being less effective. You must try harder or try differently or try something new. And and really it's like, oh, if you want to go further, faster. I heard about this illustration. Uh I can't say it's true. Go for it, but I think I think it's true. It was like back in the 1800s, they're going out to the Louisiana Purchase, so they're going out west to explore this whole frontier, and they want to get to the Mississippi River, wherever they want to go to. And there's these two uh uh wagon crews, separate crews, both in these wagons being pulled, horses, the whole deal, right? And one crew says, Okay, we want to, they both want to get there as fast as they can. It's kind of like a race. So, like whoever gets to stake their territory, that's the win. And the one crew says, All right, we're just gonna push through. Every day, we're gonna work as hard as we can, as fast as we can, until we collapse. Great. And the second crew says, Okay, we're gonna work really hard. We'll rest at night, just like the other crew. However, we're gonna not, we're gonna take a whole day every Sunday and not do anything. And what do you know? The crew that took the day off not only got there in better health, they got there faster. Yeah.

SPEAKER_00 19:25

Which is true if we look at the long haul, but the ah, it's such a it's it's man, it's it's challenging because you you again, when you have this issue with your energy, you're trying to solve it by adding more energy. Like you're like, I'm already tired, I'm already exhausted, but I need to push harder because I need to, because my here, here's analogy, right? Um, I heard this and it really, really changed my life. Uh, it was this concept of loyal soldiers. Um, I can't remember who wrote about it, but this guy was giving a talk and he talked about, you know, when the war stopped in Japan, uh, here it was, there were still soldiers on certain islands that hadn't heard about the war actually ending. And so anytime someone would come to their actual island, they would be treating them as if they're threats, as this as if the war is still going on. And so they finally had to say, the war's over. The war's over. So, what you what you used as a means of survival is no longer the case. Like we're in a different state, you're in a different season, you've got different different things. And so, what they had to do, and I thought this was brilliant, is that the government had to say, you know what? Let's honor these folks. Let's honor what they've done, but let's also recommission them to a different task. And so what happens is we find, we we keep going back to the same stuff, but what we really need is to find, hey, honor who you've been, honor how you've shown up, honor all that you put in, but also realizing, okay, this next season, I have a different task. Maybe that task is I gotta get healthy in a different way.

SPEAKER_01 22:30

Wow, that's so good. Hey, you're no longer at war. War's over. That's that's the other thing, man. We get pinned. I'm I always tell people I'm not great at downshifting, especially if I've been in those higher gears or lower gears, however you want to think about it for too long. Yeah, yeah. And then it's like, well, uh, and it's hard to downshift and to settle back and to say, hey, everything is not urgent. You're not in the survival season anymore. You don't have to do this, you don't have to do that. That's that's crazy adjustment.

SPEAKER_00 22:57

That's good, man.

SPEAKER_01 22:58

All right, so that's the energy dial. Yeah, yeah, yeah. That's one. Yep. The other one is the engagement dial. Engagement. Yep. So the energy dial we talk about burnout. Yes. The engagement dial, we talk about bore out. Oh, yeah. I love this. Or to say it differently, uh, it's burnout versus boredom. That's right. Burnout versus boredom. So this isn't overload, this is mostly underload. This is the disengagement. It's like you might be busy, but you're not feeling alive. There's not enough challenge, not enough meaning, not enough purpose. I would even say uh you may be living into your drains rather than your strengths. And so that's zapping your energy. Yeah. You're having to do things that you just really weren't wired to do. And I don't mean like building around those or navigating those, but that's like your daily here's what we're doing. Yep. Or huge. You just totally forgot. Why you're even doing what you're doing. Yep. It's like you missed the mission. Yep. What is it? What is it? Uh Nietzsche who said he who has a strong why can endure anyhow. Right? It's like all these burnout studies, they're saying, hey, it's not necessarily that you're working too much. No. It's that you don't know why you're working and there's no meaning in it. And and I just want to say, wherever you're coming from, whatever business you're working in, leading, whatever, this isn't necessarily like, oh, yep, I gotta go work for the Red Cross then. Oh, you know what? I gotta go volunteer at that shelter. And hey, we are huge nonprofits. Yeah, for sure. That's where we came from. Huge. But it's more about there's meaning in your work, there's people at your work. What are you doing? And and sure, there are probably situations where it is just totally soul sucking.

Boreout When Work Loses Meaning

SPEAKER_01 24:34

But I actually want to challenge you if you're listening right now and say that is the exception, not the norm. And so it needs to be okay, we need to find some meaning and purpose. Here's what this looks like. We're talking about low energy and procrastination. This is that avoidance that uh you keep picking up your phone to scroll, even though you have work in front of you and you're sort of in this loop. You're just kind of like, uh, someone says, Hey, how'd your week at work go? And you're like, it was fine. Like, oh, you know, but did something happen? Nah, nothing happened. Oh, okay. Yeah, just the same old, same old, and you're just disengaged. Um, and that can create irritability and that whole feeling of uh what's the point? You pull you pull into the parking lot and you're like, what am I even doing here? Yeah. And so the question is, are you exhausted because you're carrying too much for too long, too fast, without enough recovery? Yeah, or because you're carrying too little of what matters. Yeah.

SPEAKER_00 25:32

Man, I I I we could go in all day because that that sometimes what we have to be careful of, and I have to really navigate, I've lived through and I'm living through some of that. It's it is the pendulum swing of you go from burnout. And so because you never want to get there again, you never want to hit that again, the other side is boredom. And so then you're like, ah, no, I won't do that. No, I won't do this, I won't do that. And over time, we talked about earlier, but that bucket or that container you're carrying doesn't have enough of the right stuff. Wow. Right. So essentially, burnout is you're carrying too much of the wrong load. Boredom is I'm carrying not enough of the right load. Right. So, so so we got to navigate that, right? So, so let's let's talk about it. Um, we've got these dials, energy and um engagement. And so if I want to navigate these dials a little bit, we've got to think through, okay, what's the center? What's the how do we regulate this? And so this is a concept that I thought was really interesting by a guy named Dan Siegel called the window of tolerance. And so it's basically your regulated zone where you think clearly, you feel steadily, and you relate well. It's where we all want to be, right? It's it's that whatever you want to call it. It's the flow, it's grounded, it's centered. We all want to get to that regulated zone, but we've got to talk about some of the twist here that burnout, we've talked about it. Burnout and boredom actually look similar. There's certain things. So I'm assuming that I must be burnt out. And and we, you and I, again, the high capacity folks, we get so frustrated with it because you're like, you man, do more, do more. Like you're not, you didn't you're taking another rest day, you ain't done nothing. But burnout and boredom feel similar. Um, but the twist is what they're both, the reason that they feel similar is because both of them are outside of our regulated zone. They're both outside of it. So burnout pushes you towards what what they're calling the red zone, and bore out pushes you towards the blue zone. Okay. So let me explain a little bit. So the red zone is the urgent, the the reactive, it's the anxious, it's the controlling, it's the short fuse, right? It's it's what you and I would understand and leaders would understand that it's me overreacting in meetings. Something that was a two in organizationally, I'm now feeling as a 10 or a nine or a 10 emotionally. And so it's rushing decisions, it's micromanaging, it's like, oh, it's nitpicking, it's the things it's like, man, what what's going on? Right? It's it's it's un irrational sometimes fear and irrational

Red Zone Blue Zone Green Zone

SPEAKER_00 28:01

frustration.

SPEAKER_01 28:01

And I would even add our tolerance for other people's emotions. There it is. Shrinks. Shrinks, absolutely. Because I've been experiencing, I'm like, man, I got frustrated, but I expect that person to act that way. I'm like, man, I feel paper thin right now. Like, yeah, that that irritability.

SPEAKER_00 28:17

Yeah, yeah. So so that's the red zone, right? And then the blue zone is where I shut down. I I'm numb. I I'm avoidant at low energy. It's it's what's the point? I'm distant. I'm I'm just I'm checking out. It's the quiet quitting, right? And and what that shows up as it's ghosting emails. All right, cool. I'm not even saying nothing about that, right? It's avoiding conversations, it's delayed decisions. And so this is so crazy because again, they look so similar, um, but they they're not the same. You're outside of the regulated zone. And so what I've noticed, even in my own life, is that being in the blue zone is often I'm more internal or inward with it. So it's like, uh, what's gonna show up in the blue zone is oh, shame. I must not be enough, yada, yeah. Where the red zone, it's usually outward focus. It's usually, oh, I'm now putting shame on someone else. Uh so, so the blue zone, I'm condemning myself, and the red zone, I'm condemning others. Does that make sense? And so, so what we want to get to this work is we want to get to the green zone. And the green zone is where I'm grounded, I'm clear, I'm connected, I'm creative, I can carry things, I'm carrying the right things, I know how to go through the long haul. Like there's certain things that are not just allowing me to be jumpy or I'm not disconnected. So the goal in this whole thing is understanding okay, what zone am I in and being able to regulate that in a healthy way?

SPEAKER_01 29:45

That's really good. I think that image is so helpful. We all want to be in that green zone. Yeah. I mean, it's obvious. Absolutely. And I think part of the reason why we even launched this whole deal is that we know what it's like to live in that space, but we also know what it's like to not, and some of the people that have been entrusted to our care over time, there's just something when you see someone in that green zone, yeah, it they're alive, you know? And and then all of a sudden, like all the things around them come alive too. Yeah. It's amazing, it's amazing how that can happen. Yep. So I think as we as we kind of land this plane, uh, here's how you guys can cross the threshold this week. Just take a little inventory about these zones. Uh, and and there's all different degrees, but this is this is not like a a one and done. This is something that we live into. And so are you trending toward the red zone? Are you feeling urgent, reactive, anxious, controlling? Are you have a low tolerance for other people's emotions? Are you uh are you acting out in that way? Are you getting angry more quickly? If if someone says, Hey, can you do this? Do you snap or feel crushed by it? Right? Are you trending towards that red zone or are you trending towards that blue zone? Are you becoming shut down? Are you becoming numb? Is it low energy? Do you find yourself thinking, what's the point? Yeah are you are you frequently distracting yourself? Well, whether it's scrolling or maybe it's drinking, or maybe it's you know, looking at those images, whatever it is. Yeah, yeah, yeah.

SPEAKER_00 31:14

It's good, man.

SPEAKER_01 31:14

Where are you trending? Are you trending red? Are you trending blue? And I think just to start there, just to name that and to say, okay, obviously that's not where you want to be. Uh, but part of this uh burnout is no one wants to burn out. It's sort of something that we feel like happens to us. We have some agency. Yeah. And part of this bore out, this blue zone is like we sort of feel like, what's the point? What can I even do about this? And we end up in this space where we don't even realize that we're just going through the motions. So where are you trending?

SPEAKER_00 31:44

Yeah, where are you training? I I think that that what I would say in closing is that being at capacity doesn't

Weekly Inventory And Next Steps

SPEAKER_00 31:51

mean you need to quit, right? It just means I need to navigate what's my load, what's my pace, and my recovery.

SPEAKER_01 32:00

I love it. Again, if you guys are feeling stuck, you're feeling overwhelmed, you're just looking to grow, we would love to help. I mean, it is literally our life passion to help people live in that green zone, whether it's a capacity uh threshold or something else. So check out the show notes or come learn more at cttleadership.com. Until next time, guys. All right, take care. Peace.