Leading from a Regulated Core

Twitter
Leading from a Regulated Core

Lauren shares how regulated leadership reduces reactivity and builds clarity, safety, and stability across teams.

In this episode, Lauren explores what it means to lead from a regulated core and why a leader’s internal state is the most powerful influence on culture, safety, and decision-making. She explains how nervous system regulation shapes teams long before words or strategies do and shares simple, practical micro-regulation tools leaders can use before meetings, conversations, and decisions to reduce reactivity, increase clarity, and build psychological safety across organizations.

Sign up for the University of Pennsylvania Behavior Breakthrough Accredited Course

Learn about the Staff Sustainability System a proven system to reduce burnout at the root

Other related resources from Five Ives:

Blog Post:

Podcast:

Our Online Programs:

Subscribe to our mailing list and find out more about Stress, Trauma, Behavior and the Brain!

If you’re looking for support as you grow your organization’s capacity for caring for staff and the community, we would love to be part of that journey.
Schedule a free discovery call and let us be your guide

As an Amazon Associate, I earn from qualifying purchases.

---

Transcript:

Lauren Spigelmyer: Okay, we are moving into… I love this title. It might not make sense to try to describe what it is, but this session is called Leading from a Regulated Core. So, we're gonna talk about how to help you understand your internal state. And… help you to understand that this internal state is the most powerful, Intervention that you have. In terms of, like, regulating yourself and influencing the culture of your organization and those around you, I will show you how regulated leadership influences decision-making, how it impacts staff safety and retention and system-wide stability. And, as always, I always try and leave you with, like, something core that you can implement, or action steps right away, so I want to give you some concrete practices that you can implement immediately, that are things that you can integrate that don't feel like another thing on the plate, or, like, impossible to implement with the… implement with the time constraints that you may have.

Lauren Spigelmyer: So… we do, Jessica and I do, a lot on co-regulation, and you may or may not have heard that term before, but essentially, we have these mirror neurons in our brain, and without even really fully being aware of it, those mirror neurons mirror what they see when they see it regularly and frequently, so it's why there's that quote, I don't know the exact quote, but something like, You act like, or you, like, do the things that you… You act like the 5 people that you spend the most time with, or like the 5 people that you spend the most time with, or you begin to, like, adopt the habits of those people, or show patterns, or actions that those people show. I really botched that, but you know what I mean. So, ultimately, what that means is your mirror neurons at work there. So you're around these, you know, 5 people all the time, more regularly or frequently, and your body and your brain conscious starts to mimic the things that they're doing. Like, it could even be, like, mobilizations, it could be, like, body movements, it could be, like, saying things that they say, all those things. So, that's the mirror neurons at work, and… that's why co-regulation is so impactful and so powerful, because if you can regulate yourself, and then you can, like, over-regulate when someone is dysregulated, you can help to regulate them because of mirror neurons. So, your presence, and your, like, regulated presence, is the most consistent nervous system cue your team receives. So, if you're dysregulated, you are far more likely to take your team into a state of dysregulation, and if you are regulated, you are far more likely to be able to co-regulate with them and regulate them down, down-regulate them. So… Before changes come into play, before a meeting, before any new initiatives, before any changes, it's you, you are the most powerful influencer on how those things will be received. A person who is leading, that is regulated, doesn't just, like, change the energy of the room or the space. They change the entire organization. One person can positively or negatively affect the entire organization, especially if they are in a position of leadership. So, it's all very important.

Lauren Spigelmyer: So, let's talk about leadership at the nervous system level. Leaders… are, as I talked about, the primary co-regulators of any workplace. They are in the positions of higher power, so they are the ones that influence those around them, positively or negatively, but especially in terms of regulation, like, we kind of adopt how regulated or dysregulated they are, or how, you know, chaotic they are. So, tone, pacing, facia expressions, body language, pausing all become organizational cues. Like, for example I lead a couple different things. I am a human, so I am going to enter into a survival state sometimes, and there's a lot of external factors that can put you there, and you can have the skill set to stay regulated, or to be regulated, or to get regulated after the events that cause you dysregulation, but you can't always keep yourself regulated 100% all the time. That's not…how we are as humans, we have emotions when we get dysregulated, and that's okay. And sometimes you can't stop the things that are causing you to be dysregulated, so that's also okay, because you can't control everything. I know that I am overwhelmed or dysregulated when I start to talk really fast. Like, I'm an East Coaster, I already talk quite fast. But when I really talk fast, it's maybe because I'm tired, it's maybe because I'm dysregulated, it's maybe because I'm overwhelmed, but it's a sign to my system when I reach, like, a threshold of fast, where, like, people will say something, I know I'm not regulated. If I am struggling to explain something, or share something, or tell something, I'm, like, over-detailing it, I know I am dysregulated. My brain is not moving clearly, succinctly. Something is getting in the way. Dysregulation. Those are signs to me that I am not in the most regulated state. So, your signs may be similar, same, or different, but a lot of us do have similar-ish signs, because we're given them biologically that tell us that we are dysregulated. Again, like, ear tone, fast, slow, harsh, not harsh. Your pacing, that is the fast slow. Your facial expressions, like, your body language, all of those things kind of tell you where your nervous system is, and it's our job to kind of begin to recognize that in ourselves, not just other people recognize it and tell us. So, think of yourself, if you're leading people, or leading children, you are the emotional thermostat. You are the regulation thermostat. When you are grounded, others will stabilize more quickly. When you are ungrounded, when you are dysregulated, others will destabilize much faster. So, we want to make sure that we're… if we are feeling irritable, rushed, reactive, that we do things reactively and preventatively, like micro-regulation practices, to be able to come back into a dereg… come back into a regulated state, so that our team doesn't have to absorb it for us and then turn around and, like, kind of take it on, and that's… that's empathy. Like, that's… mirror neurons are a part of empathy. We don't want our team to take it on, and then they become stressed out because we're stressed out, and they might already be stressed out, so we don't want to, like, dually stress them out. I really feel like, if I'm interviewing for, like, leadership positions, or I'm talking about leadership, regulation, to me, emotional regulation is something that not a lot of people don't talk about. You can have all these leadership skills, but if you can't manage your emotional regulation, you can only hide that for so long. Like, at some point, the dysregulation comes out, and none of your other skills matter, because this one trumps all the others. It's not a soft skill, it's a leadership competency. You have to have it, and you have to be able to talk to me about how you regulate yourself when you're feeling dysregulated. And how you recognize dysregulation, and how you re… From a regulated standpoint. Whew, yeah. I like to call it… it's like, emotional contagion. The power of lunch. But seriously, it is contagious. Emotions are contagious because of those mirror neurons. Humans sink. nervous system, automatically. It's… It's just biology. So, a staff is going to mirror whoever is guiding them, whoever is leading them even if… a staff member, or staff members, or collective whole frontline staff members are dysregulated, overwhelmed, overworked, whatever it may be. If their leadership can lower the, like, collective emotional or regulation temperature, it's going to make them feel less stressed. Like, even if it doesn't remove anything from their plate, if you are staying regulated, if you get regulated and, like, can borrow some of your regulation, subconsciously or consciously, it's gonna reduce the temperature. It's gonna reduce the stress, naturally. It just does. And, you know, I think what's hard about this is, like, we don't recognize dysregulation. Like, Jessica and I always joke, like, signs that your nervous system is dysregulated. Like, are you driving in a left-hand lane all the time? Are you gassing it through yellow lights? When you stop at a stop sign, do you… do you stop the whole way? Like, those are, like, simple little things that, like, show that you're rushed and you're hurried in your everyday life. And there's a bit of dysregulation there when we're talking about organizationally and with people, regulation is felt before it's understood. Like, you don't even have to be able to describe that someone is dysregulated, or you're getting dysregulated from them, or they're leading from a place of dysregulation, it's felt. Like, the subconscious is constantly scanning. Hypervigilance is in play for everyone. Like, your subconscious is scanning the environment, scanning people, whether you like it or not, it is. It's part of, you know, how we are still here today as a species. So… that regulation or dysregulation, it is felt far, far sooner than it's really, like, said or addressed or understood. That is why it's so important to have, in a previous episode, we talked about rhythms, and how rhythms regulate, and it helps with predictability, and predictability helps people to feel psychologically safe, and there's all these things around rhythm and regulation. If you… Add regulation, add rhythms into your leadership existence into the organization, or things that you do in the organization, like, for example, meetings, begin with something that is grounding, like a calm… a calming breath, or a grounded tone, like, that sets the tone for the meeting moving forward. That's why Jessica and I always start our meetings with one minute of silence, and we can probably change it up, but we tend to just stick to the same thing, because again, the body likes rhythm, so if we just always start that way, people know what to expect. But… That is a really regulating grounding practice to start off a session. And when you do so, if you really, really look at it, tension begins to drop, visibly, you can see it. And conversation becomes more thoughtful because you have more access to your thinking brain, and less tension, less defensiveness, less reactivity. There may be some, based on the meeting topics, but it's reduced if you're starting the meeting in a positive way with regulation first. It's oddly, regulation first, leadership.

Lauren Spigelmyer: Okay, I think it's really important to pause, because… like, I'm not gonna pause the show, but, like, think about THE pause. Okay, there's a Viktor Frankl quote that talks about, like, between the stimulus and the response that is where change happens. That's where we, like, have the pause, or we can pause and change something, like, change basically our reaction, our response. We want to start responding versus just reacting, and when we're dysregulated, we tend to just react. We tend to be in these looped patterns where, like, stimulation comes in and we just respond, or we just, sorry, we just react? Do we don't respond? We want to respond? So… that pattern or sequence or flow is, like, ingrained in us, like, it's probably been practiced. So, it's really hard to break that. But there is this little tiny zone in between the stimulus and the response, or the reaction, where there is a, like, micro-pause, or where you can pause, or where you can change the thing. So, if you're aware of that, and you can open that space up ever so slightly then you can insert something that will change the trajectory of the reaction, and how it is received. What happens is people who are extremely dysregulated and aren't aware of this, like, zone in between the pause, they make really impulsive decisions, and that negatively impacts the team. They issue reactive changes, and that negatively impacts the team. They send constantly urgent messages, or pivoting messages, or changing messages, and everything's unclear, or many things are unclear, and that negatively impacts the team. They micromanage, that's a big one. There are lots of ways to identify, to identify micromanagement. And there are things that might feel like management to you, but they're actually micromanagement. I did a whole episode on micromanagement a couple episodes ago. Negatively impacts the team. You will escalate conflict unintentionally if you come in dysregulated, and the team is already dysregulated. Negatively impacts the team. On the flip side, if you get regulated before you come in, if you start the meeting from regulation, if you help everyone to bring down the emotional temperature, people can actually slow down enough to think clearly. Like, they can access the thinking brain, they can access logic and reason, they can access problem solving. Even if they're still stressed out for a little bit of time, they have clearer access to the parts of their brain that aren't so reactive. They can separate, and you can separate, what is, like, urgency and what is important. It's like, yes, there are some things we have to get done. These things are important, yes, but these are urgent, and we can separate the two. They don't go together, and it's all urgent, and it's all important. Because we can't get it all done immediately. One step at a time. Leaders who are regulated will also respond with Clarity, not too many words. Not too long, not over-detailing, not over-describing, not over-delivering in a negative way. And compassion, and grace, and understanding. Like, whether or not it's a repeated error or not, like, we still want to respond with compassion and grace, because what's the opposite? Like, you can get defensive, you can get mad, you can throw a fit, but, like, does that get you any closer to what you need from someone? No. And it's okay to be upset, too. I'm not saying don't be upset, we're not saying don't get dysregulated. You can be angry, and not necessarily be dysregulated. Like, you're like, okay, I am angry, I'm telling you, I'm feeling angry and here's what we're gonna do with that, like, I'm still gonna, like, come down out of that. I'm still gonna, like, handle that well, and I'm gonna move us to the thing that solves the problem. Like… Otherwise, we sit here in a point of frustration or anger, and we get nowhere, and the problem doesn't get resolved. The biggest, like, win for me, or the biggest, like, indicator that someone's got… like, regulated leadership down well, is even in crisis and chaos, they model calm. Like… I've had a few people do this, where it's just like, Everything's on fire and they're just, like, this grounding anchor that just, like, okay, pause. Slow down. Yes, everything's on fire, but we can run around like crazy people and the fire just keeps burning, or we can pause for a real quick second here, reset, and determine how to to reduce the impacts of the fire and get it to stop.

Lauren Spigelmyer: When we work and run from a place of just, like, have to move fast, have to get it done, have to put out the fires, we are running and working from a place inside the brain called the limbic area, and that is not the smartest part of your brain. The thinking brain is, the prefrontal cortex is. In order to get ourselves back to the prefrontal cortex, we need to pause for, like, 10 seconds. And if you can pause for, like, 10 seconds, reset your regulation, get yourself back into the thinking brain, that might save you 10 hours because you took a 10-second pause. So, it's worth it. Part of getting here is some skill. Not a lot of, like, innate biology. It's a learned thing, so not a lot of us had this growing up in our family systems. The, like, teachings of emotional regulation, not a lot of us experienced it in school. Not a lot of it got… not a lot of us got it in our leadership training, if we even had leadership training. So, it's really… what I want to go into next is, like, this inner work of regulated leadership. So, I want to kind of go through… three categories here, and then we're gonna… we're gonna wrap up, but… these three categories impact the nervous system, and they kind of reset what might have been, like, prior learning or patterning from childhood education, prior jobs, whatever it may be, that… puts you or keeps you in a dysregulated state while leaving. So, let's talk about, first, like, the physiological side of things, because, as we said earlier, like, felt before it's, like, understood. So… Your breath and your body can do through breathwork and, like, with your body, that will instantaneously regulate you. When you breathe in for a couple seconds and you exhale a really long breath, and we talk about breathwork all the time, it's been overemphasized, but, like, here's the science behind it. When you breathe out a longer breath when you're in this heightened state it brings you right down. So, maybe you don't want just, or don't, like, resonate with just, like, a long out-breath. There are hundreds of different types of breathwork. Find one short, micro little practice of breathwork that works for you. But again, just one long breath out is gonna help to down-regulate you. You could literally take your toes inside of your shoes and just, like, squeeze your toes into the ground. Hold really tight, and then let go. It's grounding your feet into your shoes, progressive muscle relaxation, that is going to ground you as well. So, these are, like, again, physiological things that you could do to help downregulate. I'm a person who's always at a computer, always kind of hunched over. I'm a person who also keeps a lot of their tension in their shoulders, so for me, I'm gonna do another type of progressive movement. I'm gonna hold my shoulders up by my ears. I'm gonna lift them up, I'm gonna squeeze really tight. And I'm gonna hold there for about 10 seconds, and then I'm gonna release. And I only did it for, like, 3 seconds there, but even just that, I can feel the release grounding, regulating. Also, what I try and do is, if I'm, like, in a meeting, or I'm, like, gonna have a conversation, I don't… won't enjoy, I'm gonna do, like, a super lengthened exhale before I go into speaking. Like, a really obv… like, not obvious, because you… people won't necessarily hear you or see you, or they might, but… a really, like, extended exhale before I start speaking. Because, again, it'll just take your nervous system back into the window tolerance. So those are just, you know, four examples of physiological ways to regulate. There are hundreds, hundreds and hundreds of things, so think about what might help you in your, like, body and breath that might help you to regulate. There's also cognitive regulation, so that's more of, like, mindset and the meaning that your mind makes from things. So, this is, like, positive affirmations, reframing, things like that. So, when you are feeling stressed out, you can always reframe stress. So, you might say something like, this moment needs clarity, not speed, because speed can equate to stress. So basically, like, I need to tell myself to slow down, or we need to slow down. You might… ask yourself a question instead and, like, ground in, like, what's my purpose here? What is our purpose here? So, you might say something like, what does my presence communicate? What is my role here? And those things will ground you in your purpose and your position. Even replacing self-judgment and, like, self-judgmental statements with more affirmation-based statements. I know these things sound, like, a little bit woo, but the thing is, your thinking brain is just so powerful, and when you can reframe and you can develop or define purpose, or you can replace self-judgment. It honestly does, really. It's like speaking gratitude. Gratitude actually has a lot of science behind it and why it works, and you could integrate that here, like, that's a part of cognitive regulation. But you may or may not feel it instantaneously, but over a period of time, as a preventative and reactive practice, like, these things do help you to regulate from a cognitive standpoint. The last one is relational. So, think about, like, relationships that you build and have, and then the repair work that you do. So, this looks like attuning to staff motion… staff motions… attuning to staff emotions, and regulating yourself, and then co-regulating those people downward. Pausing, exhaling before giving feedback. Owning missteps because that restores safety, and it builds trust, and doing so from, like, a place of honesty, and, like, really owning it, and not just doing it because I'm, like, telling you that it's a way to repair and build relationship. It could be pausing after giving feedback, not just before. You get to give a piece of feedback, and then you just pause and, like, let you and the other person or people sit with it and you might tell them that you're gonna do that, so it's not like a… you know, we don't do well with awkward pauses here stateside, but they're good for us to, like, reflect, pause, and think, and reset. And then you want to repair ruptures really proactively. I think a lot of people just hope that they'll fade, so they don't really deal with them, or they're uncomfortable with dealing with them, because it's dealing with conflict, or it's facing conflict. But man, the outcome of repairing those things quickly versus letting them fester. They'll come back up. So, even if small, like, worth a little bit of a quick repair there. What I want you to know and hear, though, is yes, there are these, like, different types of regulation, and yes, we need to stay regulated, and yes, this is very hard, and yes, this is a lot of work. But it's not about perfection. A lot of people in leadership can be more Type A, or can be more perfectionistic, and I don't want you to hear, like, you must be perfect all the time and never misstep. We're gonna misstep, we're human. It's more about self-awareness and recovery. So, for the longest time, when I had my son, I mean, it's old enough to, like, start to trigger me a little bit, and, like, bring out some parts of me that I was like, ugh, I need to, like, heal that part, I would go into deep shame spirals. I'm like, I can't believe you responded that way, or why did you do that, or… you saying that now is gonna make him think that down the road. Like, it, like, came out. It was almost like vomit, like, I couldn't stop it, it was reaction, it was subconscious, it came out. Immediately after, I was like, ugh, no, resend, retract, I don't like that. And some of them weren't that bad, but ultimately it doesn't matter so much that I'm trying to do my best as a parent. What matters is when I mess up, because I will mess up, and I will continue to mess up, even if I'm an expert in this type of thing in my field. I'm still human, and I'm still stressed at times. The most important thing is the repair and recovery work. I can keep messing it up, and I'm trying to do better, but if I go in and instantly repair and instantly recover, it's almost like… it removes it. I mean, it doesn't, it's still done, and there can still be damage from all of those things, but… it softens the blow a little bit, and it allows you to have some self-compassion, and then the next time when you go back, hopefully you can catch yourself a little bit sooner and stop yourself from it. That's ultimately the goal.

Lauren Spigelmyer: Okay, here's the ripple effect into the culture of the organization. When you learn to stay regulated your staff feels psychologically safer, and that's a huge part of how well they show up and function, whether or not they continue to come to work and enjoy their jobs. Communication becomes clearer, better, Less conflicting. Less defensive. More calm. Conflict will still come into play, but it likely de-escalates, and de-escalates faster. Burnout, overwhelm decreases. Problem-solvity, problem-solvity. Problem-solving capacity is what I meant to say, but I combined the two words, three words, technically. Problem-solving capacity increases because people aren't as dysregulated. And, accountability becomes more relational rather than punitive. And Jessica and I talk a lot about, like, trauma-invested accountability, so accountability that, like, moves the needle and kind of holds both grace and growth together. But what I want you to leave here knowing is that if you are leading anyone, whether it's adults or children, or both, a regulated leader is the strongest environmental, cultural strategy an organization can have. The strongest. Easily. By far. So, what I want you to do, what I'm gonna ask you to do, is… Just think about… if you had to create, like, a 60-second regulation… not even, let's do 30 seconds. You could even do, like, 15 or 20. Like, 60 max, ideally probably 15 to 30 second regulation ritual. Maybe you do it before a meeting, maybe it's something you do before a coaching conversation or a feedback conversation, maybe it's something you do before decisions, maybe it's something you do before you send an email. I'm gonna ask you to come up with, like, a regulation ritual that you pair with one of those things, or one of the things I didn't list, but you have to do, that doesn't… it kind of dysregulates you a little bit and then do that thing before you do this thing. It's like, do that thing before you send the email. Do that thing before you start the conversation with feedback. Do that thing before the meeting starts. It could be even just, like, tensing your shoulders and then dropping them. It could be squeezing and planting your feet on the floor. It could be just one gigantic exhale before you begin to speak. Something super simple, super small. Once you have it locked in, and the, like, routine-based time that you're gonna implement it, you're gonna need some type of environmental reminder, because when that routine-based thing happens, you're gonna be moving from wherever you were to whatever you're doing, and you're gonna forget to do it. So, like, put a sticky note or put something that's gonna remind you, like, oh yeah, do this, like, micro-regulation practice before I do that thing. If you're struggling, you're like, I don't know. Think about, like, okay, what does that moment in my workday need from my nervous system? And if you don't know, then use AI to help you. I do this all the time because it's hard to coach yourself. It really is hard. I know these things well, but I can't, like, see myself outside of myself incredibly well. So, I will tell AI what's going on in my situation. It knows me from chatting with me, like, what works well for me, who I am, and what my body needs in particular, and I'll say, like, this is the situation, this is the scenario, I'm struggling to stay regulated, can you help me come up with a micro-practice to implement, and help me even to, like, remember to use it? And it populates a… for me anyhow, a really solid plan. And there are lots of forms of AI that you could use. Lots of free OpenAI. I say that, I know some people are anti-AI or resistant to AI. It's like a thought collaborator… thought collaborator. It's like a partner that you can, like, communicate with. Sometimes… we don't have the creative or productive headspace to completely come through with this plan on our own, so using a thought collaborator that we can go back and forth and kind of prompt and re-prompt and, like, have a conversation with, it gets you an answer or a response that gives you some data or some information that's really powerful. So, I do encourage it. I mean, not all the time, but sometimes. Especially if you're getting stuck, and then you can always take what it gives you and, like, make it your own. Okay, so then, what I'm gonna ask you to do is, like, for one week straight, or maybe it's one month if it's, like, a practice that you're not doing every week. Repeat the ritual, repeat the routine, repeat the micro-regulation, And notice… what comes of that, from you and from others? And I'm gonna give you just a little reflection prompt here. When you think about… how you're showing up. Think about what version of you shows up when you are most dysregulated and what version of you shows up when you are most regulated. And how does each one shape the people around you? I remember not so long ago, I got some feedback, and I get this feedback a lot, I think I even said in the beginning of this episode, I talk fast. But I know that I'm dysregulated when I talk too fast. Like, I already talk fast but when I'm really dysregulated, I talk way too fast, or if I'm really tired, I talk too fast, or sometimes, honestly, if I'm just really excited, I talk too fast. On the podcast, I sometimes talk too fast. It's mostly because I'm really excited about sharing this information. But for me, I know that if I'm talking really fast, and I'm dysregulated, even if it's a positive dysregulation, even if it's excitement, How does that shape the people around me? People might not hear me, they might miss what I say, they might feel like my fast pace is disrupting their slower pace. That my dysregulation, again, even if positive, even if excitement, is taking them into a dysregulated state. We don't want that. So, think about that, if you reflect it, maybe, like, speak it into a voice memo, write it into a journal, just think about it, release it. Whether it's good or bad, it's about bringing us into awareness and not being perfect but just… becoming aware, and making… and taking one little step to do better.

Lauren Spigelmyer: Okay, if you're like, Cool. Awesome. These things are great. I need some So, can someone help me with this? Yes, we can. Jessica and I developed an entire program called the Staff Sustainability Program, where we come into organizations and work at all levels of the organization and we kind of assess where are the weak points, and then how we put things in place that fill and meet that organization's needs. So, it's very individualized to your organization and your role. If you want to learn more about that, go to FiveEyes.com, F-I-V-E-I-V-E-S, Services tab, has the very first link, is Staff Sustainability Program. Or… If you're like, okay, well, I want some credit from a university! We have a course for that! We are in partnership with the University of Pennsylvania, where you can earn 4.5 credits. It runs every semester. It is based for people who are working with students. Students of any age. It's designed early childhood up to 12th grade, even adult learners, honestly, but… we have it broken up into different parts based on which age group you work the most frequently… most frequently with. And… It runs every fall, spring, and summer. It's asynchronous online, there's a couple coaching touchpoints, but… it is going to run, again, starting the end of January, and it's called the Behavior Breakthrough Course, again, in partnership with the University of Pennsylvania, and you get credit from Penn. So, if you're interested in that, when you go to the Five Ives page, if you scroll all the way to the bottom, there's an on-demand resources tab, or link and you can register for the course there. And that will ping us to let us know that you have signed up, and we will send you information about your next steps to accessing the course with us. Okay, that is all I have, but… this information is going to be most useful to you if you think about how to take it and apply it, share it with someone else, find an accountability partner, leave a comment below and let us know how you're going to hold yourself accountable, whatever it is. Take it from information into action. And until next episode, I'm Lauren Spigelmyer, and thanks for joining me.


Categories: : Regulation Strategies

© 2026 Five Ives