Retain: Sustaining Staff, Culture, and Capacity

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Lauren shares how the Three Ms, Moments, Memories, and Meaning, help organizations build lasting staff retention and create thriving, conne

In this episode, Lauren explores how organizations can move beyond burnout to build lasting staff retention through the Three M’s: Moments, Memories, and Meaning. She explains that small daily interactions, shared experiences, and a sense of purpose create connection, stability, and momentum. True retention, she says, isn’t just about keeping people; it’s about helping them thrive.

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Transcript:

Lauren Spigelmyer: Okay, y'all, we just completed a mini-series on what Jessica and I call the staff sustainability system. I didn't kind of give you the whole system, but what we did was kind of break down the phases that we move through when we are implementing the system. So the system is designed for really any organization, but it's targeted 4 to high burnout organizations, or high overwhelm, or high stress, high secondary trauma. Think, like, medical, education, public leasing, just any field where you're, like, probably providing a service to someone or people that are experiencing a lot of trauma and stress, chronic stress, and therefore the stress and the weight of that really leads to poor outcomes for the staff working for this organization. So, in that program, we move through these phases, we call them the three R's. They are relief, reset, and reinforce. So basically, there's an amount of time spent in each bucket, more or less, and we move through strategies that give these organizations and the people that work for them, or in them, with them. Relief of the… survival state, relief of the nervous system chaos. So first is, like, recognizing that you are in the state of survival, high-functioning survival, or just nervous system extreme dysregulation, and it could be just chronic stress that leads you to a place of, like, disconnection. So, we're relieving that pressure. We're relieving whatever's going on organizationally and individually there. And then the second phase is, okay, we've kind of reacted to the stress and things that we're dealing with, and now we're going to move into a more preventativestate. So, we're going to work on resetting things, and we're going to stabilize a little bit more here. And then once we've reset, and we've…you know, kind of put some plans in place for the future. We work on reinforcing the changes, both preventative, reactive, implementing the new parts of the plan or the adaptations and we work on, really, the outcome, which is stability. So, the long-term outcome is retention. Like, a lot of these organizations are losing staff frequently, regularly. There's quiet quitting happening on the daily. There's a ton of money lost to replace these staff members no matter what quality of production they had to train people, to the stress that other people have to pick up while that person is no longer with the organization. I mean, there are so many things that come from a staff member not showing up for work, either short-term, or indefinitely, or permanently. So, the goal is retention, keeping, keeping the staff, so we can reduce the turnover.

Lauren Spigelmyer: So, we've gone through all 3 of those R's in the last three episodes, and today I just want to talk a little bit more about the end goal, which is the retention part of things. So, how do we build sustainable staff as a whole? How do we impact the culture? How do we create more capacity? So, we're going to talk about, kind of, strategies and habits and almost more, like, systemic supports that will keep staff… couple things, kind of like…

happy, we want them to have more joy, we want them to come to work, we want them to enjoy their jobs, but also to keep them engaged, and really committed to whatever it is that we are doing over the long term. Like, of course the mission, but, like, really committed to the work that we're doing, and trusting and believing it's good work, and trusting they're supported through that good work, even when that work gets hard, because it's going to get hard with these… these types of fields. So… The goal today is really to help leaders, and teams as a collective whole, understand all these things, so that they can create a healthier environment and culture moving forward, so that when staff do feel like they are reaching overwhelm or close to burnout, that we can address that head-on, we have the tools, we know how to recover from that, we know how to pull people out of that, we know how to pull our own systems out of that when our systems fall back into it. When we're talking about this problem of, like, overwhelm and staff retention, What it is, is… a nervous system issue, which you could say is, like, a part of the culture, because if the culture of the organization is leading to burnout and nervous system dysregulation, then that's an issue too, but I think so many people that come in and coach leadership, coach organizational wellness, they just come in with, like, culture shift, culture shift, culture shift, and yes, that's part of it, but what's under the culture shift that most people don't address is nervous system regulation. If you have no idea what I'm talking about, like, I don't even know what the nervous system is, I've heard of it, but who knows? I didn't take a degree in sciences or biologies. I have explained the nervous system quite a few ways, tried to really break it down for anyone, even, like, a very young child, like 3, 4, 5 to be able to understand, like, dysregulation in the nervous system, and ways to get re-regulated. So… we're going to continue to do that work here, and hopefully you can see, kind of, what's driving the turnover in your organization.

Lauren Spigelmyer: Okay, so let's, like, play through a hypothetical here. You have gotten your staff, or organization as a whole, out of that first phase, and we've revived them. So, you've stabilized the system. In the next reset phase, you have figured out what are the causes to our problems? What is causing stress? And how do I alleviate that? And how do we work on, you know, reacting to that, and then also kind of setting preventative things in place? And then, through the reinforced phase, we have kind of, like, set rhythms in motion to, like, stabilize everything, to keep them stabilized, to pull them out of the lack of stability when it comes into play, because it's always going to come into play, because that's a part of being a human being. But if we don't really think about, like, the end goal, the outcome, and really plan from that final, experience that final outcome, that final goal then… all of our work for the 3Rs can kind of slip away, because what we can do is we can celebrate that the turnover has decreased, and people are not leaving their jobs, but if you really look closer and you haven't kind of dug into where we're at with the retention truly, what you might realize is that the… the nervous system dysregulation is still there. We're managing it better, but it's not gone away. Like, what's causing us dysregulation is not going away as a collective whole. So people are staying, but they're still really high stress. So they might not be burnt out to turnover, but they are overwhelmed. And that's… yes, that's a part of, like, working in jobs and everyday humaning. But there's also ways that we can reduce some of that. Like, there are quite a few things, practices, strategies, habits we can put into place because we don't want staff to just hang on. It's about people feeling safe, heard, valued, capable, having the tools they needed and support they need to do their job well. And when they do that, they're gonna stay. Not only gonna stay, they're gonna thrive, instead of sit in a stressed-out state every day, all day, and they're gonna grow in our organization, and the more people… the more that people grow in our organization, the more that organization grows. Because people get better, people become better leaders, people work better together, there's more collaboration, there's more problem-solving, there's more creativity. Everything benefits from people working out of a state, that's not always stressed out, overwhelmed, surviving. So, not only do we want to keep them, we also want them to be thriving, too.

Lauren Spigelmyer: So, in this…phase, we are going to… I don't even call it a phase, because this is, like, an outcome of the three phases, we're gonna take what we did in the reinforcement work, which was the rhythms, building the rhythms in that… that helped us to stabilize us and we are going to take it one step further, and we are going to kind of… what's the word? Talk about how to move from…this, like, striving to do better, have the plan in place, reinforcing it to… thriving, and then if you are familiar with our Five Ives, like, we're gonna move people even beyond thriving into Hive. So, retention is how do we get people to move from the beginning 3 to 4 hive phases into the last, like, 4th and 5th phase. Okay, so let's talk about why retention matters, and I think a lot of you are gonna be like, yeah, duh, ugh. But I think it's just good to hear these again. Like, turnover of staff, burnout of staff. Loss of staff is really, really costly. Like, not even just financially, but relationally, culturally, mentally, productivity. On the term… that's not a word, but producing-wise, it… in every way, in every layer, the waterfall effect of a staff member turning over, or multiple staff members turning over is huge. Not only that, but retention is more than just salary. Like, it's keeping the regulation as a whole stabilized, and keeping connection, when a good team member leaves, you lose connection and also meaning in work. Staff members are going to leave. People are going to walk away from their jobs when their nervous systems are repeatedly experiencing this, like, subconscious or conscious threat. And not just, like, your employers are threatening you. Like, there are psychological things that can happen that feel threatening. Overload, and just, like, what's the best word? Like, disconnection. Like, not even caring about the quality that things… the quality of how things are being done, or the care with which it's being done, because you're just so burnt out, you're just, like, disconnected from it. So… The reality of this is, yes, it hurts us in a lot of ways as a collective whole, but people can love the work they do, and love their mission, and even love an organization, but if there is chronic…nervous system dysregulation and a lack of recognition of this and things being done to correct this, it's going to push people out, and there's no level of, like, perk. Like, even money. Money… sounds good initially, but when something is so out of alignment, something makes you feel so wrong on so many levels, and just, like, dysregulated, it affects more than just your work. It affects your personal life, it affects your family life, your friends, your all levels of things. So money is not going to fix that problem. You can mitigate the effects of it with more money, but a lot of the perks aren't going to, we need a deeper systemic level fix.

Lauren Spigelmyer: So, let's talk about what are your core strategies for retention. These aren't all of them, these are just some of the things that we go into, but there's really cool what do we call this? A flow that Jessica created of M's. She's very much a person to make, like, multiple R's and multiple M's and Ives, all the things, but this… One strategy we're gonna share with you for retention level is called Moments, Memories and Meetings, the three M's. So how do you keep staff retained? How do you improve retention? By creating moments and memories, and meaning. So, what does that actually mean? Let's break these down briefly. Moments are… daily wins and check-ins. Like, moment to moment, literally, like, seconds in the day. These are micro-interactions that show care. I pause to ask how someone is doing. I smile and say, like, good to have you here today. A brief recognition, even of someone's effort. It's a teeny tiny little dose. A moment of time. That gives you little hits of dopamine, and when frequently and regularly happen, and are part of the culture of the organization, it's a little sign of safety to the nervous system, and it's like, come back down to that stressed-out state, hit equilibrium. These moments in our day, whether they're leadership to subordinates, or subordinates to leadership, or anyone of any level, to anyone else of any level, it doesn't matter, these moments reinforce trust, and they build human connection. The greatest form of reward ever to exist? It's not money. It's not even more time. It's human connection. It's a sense of belonging. It's feeling like you are part of the organization, someone cares about you, someone sees you. All these things are a sense of belonging, and belonging is at our core. There's nothing that fuels us or feeds us, even if we want to say and think something does. It really doesn't. Like, biologically, how we are built. Connection is at the core. So, if you have these little moments, and you become a little bit more intentional about micro-interactions and moments throughout your day, and you build moments into your organization as a whole, it shifts the entire nervous system, therefore impacts the culture, therefore it gets people to stay. Because even when the stress and workload is high, moments can change that, or change the way that they feel in those heightened states. And then there's memories. So you go from moments, and many, many little moments build up to memories. But you can also have specific things that help to, like, solidify core memories. Think about, like, if you all have ever seen Inside Out, and this little, like, globe… glow balls that are, like, memories, and the memories go in, like, the bank, and the bank… this is Inside Out 2, the bank of memories build up, like, who… I can't remember the main character's name, I can't remember her name. I want to say Charlie, but that's not it. This is how good I am with movies and pop culture. Not good at all. It built up, like, her core sense of self, or, like, core… like, there was, like, a… all the memories came together, and it, like, built out this system in the… in the control tower that was, like, Riley, this… I knew it was gonna come to me… this is who Riley is. Riley thinks and believes these things. Well, memories are what help people to create that, like, core… thing. And that core thing can be, yes, they have their own as an individual, sure, but we also have that as an organization, too. So how they feel about the organization, how they see themselves and exist inside the organization, depends on their memories. So memories is… memories are built up of storytelling, and… Culture building and, like, happenings. Not necessarily on the daily, like, the moments, but on the weekly, on the monthly, you know, elements that take the micro-moments, yes, but also, like, bigger moments, too and build into these memory systems. So, it could be sharing wins, it could be sharing success stories, it could be… like, collective learnings. Here's what I would say, like, doesn't work well. Like, I've seen this in large organizations, and I've experienced it myself. It's like, shout out to this person for being, like, the collaborator of the week. Like, I don't… I don't need an email shoutout and, like, a certificate for being the collaborator of the week. That means nothing to me. So, I'm gonna challenge you all, because so many people in any level of business when they share their wins, or they share their success stories, they're done in such a way that's, like, not fun to hear, not fun to be recognized. So think about or use AI to come up with ideas, and this is what we do in this program, is, like, work with organizations to figure out what does sharing wins and success stories look like for this type of organization. And done in a way that, like, actually means something to people. Like, actually feels good to get, receive, to hear, versus, like, I know they're like, I checked the books, I shared the win, I… you know, building culture by recognizing what people have done. Don't check the box, like, make it sincere. It's also a way that we collectively capture and celebrate organizational milestones to create a sense of belonging, because we talked about why that's so important, but also, like, a shared history. Like, we, all together, got ourselves here. So… when I think of this, like, capturing and creating these milestones. The other thing I would, like, similar to the last one, is I wouldn't make them all, like, data-based. Like, I have also worked for organizations where, yeah, they do share wins and success stories, but it's about data or numbers, and sometimes that's good, yes, but, like I'm not super driven by external things, like, the numbers of how well I'm performing. Like, I work… really hard, and I know that I am good at what I do, because I've worked hard to be good at what I do. I'm not good every single day, every single moment. I can always improve, and I have days where I'm not my best. But I don't like numbers always being this metric, because it feels like… one, when you hit a certain number, that's, like, your new personal record, your PR, so you're not doing good until you break that PR again, and it becomes a race of, like, always wanting to have more. Like, I felt the same way when I was running high school track. I'm like, okay, I broke 26 seconds in the… 200 meters, like, what can I break next? How much faster can I… it wasn't good enough. Like, it was always like, what's next? What's next? And we want to always improve, of course, but we also want to recognize how far we've come, and, like, the stability that we've created in certain things, so… similar to the last one, make sure that when we're celebrating milestones, it's not all just numbers and data, that it's also praising not the final project or product, or project. Not praising just the final project or the product, but the process it took people to get there. I think that's the biggest thing. Organizations that just celebrate the end goal and don't celebrate the processes it took to get there is people that are missing the mark, and that has a huge influence on your culture.

Lauren Spigelmyer: Okay, moving on. Your moments make memories, and your memories make meaning. Meaning is where you connect the work that you do to the mission, or where you feel fulfilled in your work, where you feel in alignment. Staff need to see that their efforts matter. So this goes back to, like, praising the process, not the product. They need to hear along the way, and even when the prod…Doctor's done. How proud of the process you are, how proud of everything they put in to get there, not just what was produced at the end. Because when you do just… praise the product. It feels like you're glazing over all that led up to it. And… Being clear about linking, like, specific tasks, to outcome. Or task… well, tasks and outcomes. Like, the outcomes that you desire, the project, or the project to… to meet, to the organization's values and their impact. Like, sometimes… When we… use these data metrics to praise outcomes. Like, this is, you know, this was our goal, we met this number's goal isn't always bad, but how can you link that to, okay, but how does that move the organizational values needle and impact needle? Like, I don't care about if I scored a 90 or 100 out of 100 on… whatever what I care about is, how did that impact people positively? My own, like, personal motto is, leave it better than you found it. So in everything I do and touch, and everywhere I stay, and everyone I interact with, I try to remember, like, even in the stress of the moment, leave it better than you found it. So I care about how is this impacting people positively? Like, what's the impact on people, or what's the impact of the product on, you know, who we're serving? So make sure to tie that into all of this. And then here's what happens. When you have those 3Ms, and you… you have the… Little tiny memories. Well, the moments that… little tiny moments, that lead into the the more core memories, and the core memory is that cleaning. What you eventually land at when you're intentional about those three M's is momentum. Those three things lead into momentum. And momentum is the loop. And the growth orientation, like, the growth that comes from the loops. the continuous opportunities and check-in and supervision efforts, the reflective supervision, and the, like, self-development and organizational development and, like, nervous system improvement that we experience across the organization, it is the growth and the learning that we get that doesn't feel like, again, just checking off a PD box, or just doing it to get done, or just doing it for the certificate, but it's something that is sustaining to engagement, and really, it, like, enlivens people. Like, it prevents the… the stagnation that ultimately leads to someone feeling disconnected, or… far from the mission or the work, and doing the work well. So, what we want, and what's really gonna drive Retention, the outcome, is the momentum that comes from those three M's. So, think about that in your own life. Like, just pause now and think, in whatever organization you work for, in whatever… how you exist, like, what do your M's look like? Like, both you putting the M's out and you experiencing the M's. So what are the moments that you put out? And what are the memories that they probably create in other people? And what meaning they come from what… people experience of you, and what kind of momentum is that putting you in with this other person or these other people? And simultaneously, think about what are you experiencing back from other people or the organization a whole in moments? What kind of memories is that putting in your system? What kind of meaning are you creating? And what kind of feedback loop… momentum is going on inside your cells from kind of your acting out, and then what's impacting you inward. So, it happens from both sides.

Lauren Spigelmyer: Okay. So, what I would do is, like, think about these M's, and almost, like, revisit them quarterly or something, to kind of think about and reflect on, like, how are we doing these M's? Like, how do we feel like our moments and our memories are right now? Like, are we doing intentional things? Are we doing some of these… Are we embedding some of these things intentionally? Is it working? Is it not? Do we need to change it? And how do we create a better momentum loop? So that… We do reach that retention goal. Okay, here's how you know that you… here are the markers I identify that, like, the leadership is… Or the, like, upper tier of the organization is actually in that retention outcome, and probably gonna stay there. One, the leaders model, even when it gets chaotic, model calm. They model regulation, and they model compassion and empathy. Must be most of the time. I know we're humans, sometimes we fall back, but most of the time, that's what you know you're gonna get. And staff at all levels beneath that leadership can anticipate healthy responses from leadership because they know that leadership regulates and… and makes decisions, and communicates from a calm, compassionate, and empathetic place. Okay. You also have things put in place with other policies or systems that protect people's boundaries, that protect people's downtime. And that really work on supporting regulation and resilience, building resilience. And… things… Systematically, that allow staff to not only become aware of high stress, But… seek help before it escalates, and not just like, we have an EPA program, and you can go talk to a mental health specialist. No, like, systems-level integration that, that allows staff to have a place to go, or a person to go to, or resources to seek, that really hear them and support them, and don't judge them, and provide them the ways to down-escalate and to get back into equilibrium and neutralization before it escalates to a place where we're responding reactively. Like, this is almost more of a predominant approach, because we're, like, in the yellow zone, not quite in the red zone yet, but, like, we recognized it, we don't feel good, we address it, so we come back down out of the yellow zone into the green, versus, oh no, we didn't, or what we recommended was just a handful of kind of crappy resources, and now they're in the red zone. Here are some things I will see in an organization if they are fully landed in the retention bucket. Really intentional onboarding. Your onboarding is your first… someone's first experience of you as the organization. So, the culture, the expectations, the praise, the loops, the memories, the moments, the momentum, the… all of it, it's embedded into your onboarding. It's a part of your culture. That's what's going to reach staff sustainability. Peer networks, support networks, mentorship. That's where we're moving from the Five Eyes, where we're moving from Thrive to Hive. Like, you can be in Thrive and still fall back down, but man, if you get into Hive and you just, like, have all these protective supports built around your organization you're very unlikely to fall back. I mean, major, major, major traumas could push you back, and you'll build back out of them, but you're pretty stabilized if you have those things in place and you're in the…Hive part of our Five Lives framework. Also, this one's so big, especially for me as an individual, like, as a growth-oriented person, make sure that we see, we know that there are, like, pathways for growth. Not only just, like, growth of, like, learning more in PD, but, like, opportunities to build skills and career growth, like, steps up on the ladder. Like, anyone wants that, so how do we build people into people that can act? Like, some people have a more natural knack for it, sure but you can teach leadership skills. In fact, sometimes when people have a more natural knack, they tend to, like, veer off of things that may be best for leadership, so… I think someone that Had some… Or, you know, skill built around it. Might be a better option, even if they don't have the innate skill set. So, thinking about how can we build people who are independent workers, thinkers, and can become potential leaders. Also, just… Systems of recognition, for… Excellence in ways and mastery of things that, again, aren't so numbers-based, aren't so outcomes-based, aren't so product-based, but more, like, relationship, and culture, and regulation. Like, you know what's gonna positively impact an organization is, like, a person who really is good at relating to people, and bringing people in, and building culture, and regulating themselves. That person is, like, invaluable to an organization, because they're energetic, like, showing up physically, if you're in a physical space. It's going to so positively impact everyone around them that it's just going to lift the level of, like, existence of everybody in the room but those people can burn out too, so that is why we need systems to kind of, like, recognize, praise, and… recognize… Lose my train of thought. The, like… see them, praise them, but also just, like, make it more meaningful, more deeper than, like, yeah, good job, bringing up the morale, organizing, like, intentional. And I'll be honest, I understand that I'm asking you to do things that you may not have had to do before, or you don't know how to do, or you're like, okay, that all sounds good, Lauren, great, but, like, what are some examples? Well, that's… that's one of the reasons why we run the Staff Sustainability Program, can't give you all the secrets in these podcast episodes, but you can certainly work with AI to search, like, okay, I want to do better at recognizing this, this, and this, or, you know, creating micro-interactions and moments that do this. Can you AI help me figure out how to do that in this type of organization, with these type of people? And I give them some of the data, and I ask it to help me create some stuff, and sometimes the stuff is really crappy, and I have, like, okay, that's terrible, let me, like, feed it more data and see if it gives me a better response the second time around and maybe it will, maybe it won't, but at least maybe it gets my brain thinking in a different direction that helps me to come up with some of the… Ideas that will work well. I think of ChatGBT, any… not even ChatGT is just one form of AI, there's… there's… a gazillion. I use a couple different ones, depending on what kind of outcomes I want, or what I'm looking for, but… it's not, like, a one-and-done thing, it's a thought collaborator. You've got to go back and forth with it and feed it details, and feed it details, and feed it details until it gets you what you want. It can, it's an amazing system, systems are all amazing systems, but you have to be clear in your communication and, like, keep feeding it more information to get to the end goal that you need from it. And then regular check-ins that just focus on human beings, not just performance. Like, so many of my corporate experiences have always been like, okay, your… whatever meeting or your portfolio, what it all focuses on is, like, outcomes and goals, and… and great, awesome, you know what I'd love for someone to do? It's just be like, hey, Lauren, I know you got a lot going on in your personal life right now, you as a human being, see how you're doing. Like, man, those people just warm my heart, and sometimes I've had employees do that, and not superiors, and I'm like, oh man, it'd be so nice to hear from someone that's at an upper tier, to be like, I know you're going through some hard things, I just want to say I see you, and my heart breaks for you, and… I'd love to know how I can support you, or… you know, just wanted you to know that I'm here for you. Like, that's such an easy thing to say, and it has to be heartfelt, but… I think that feels too vulnerable for leadership. They're like, well, I can't say things like that, because that shows vulnerability. Yeah, vulnerability is what helps people to feel like they belong, and what helps people to feel like that there is compassion and care and empathy, so… I think there's a line of where you might go too far. We don't need to, you know, go into a lot of deep, personal life things with people that we are supporting, but you also still want to be a human.

Lauren Spigelmyer: Okay, well, we're gonna kinda wrap up with this, just… Here are some really quick common signs that Retention is not happening and your organization could benefit from something like the Five Ives work and the Staff Sustainability Program. One. you've got a lot of unplanned turnover. I mean, turnover. I don't think anyone, like, really plans for a lot of turnover, unless you've got, like, seasonal help, but, like, you're losing people left and right, and you're like, oh my gosh, I can't even train someone before they've quit, or before the next person quits and staff reporting, if you're collecting any data, that they're not feeling supported. If staff are saying they don't feel supported, that's, like, a big red flag, you need to start paying attention to it. So… the next… One is… just… clear indicators of, like, how the communication is going or not going, and do people trust? Do they feel, like, physically and psychologically safe? You can see that in the way they interact with each other and the way that they communicate with each other. You could also see how people are responding proactively or reactively. That's a really good indicator of where someone is. And… honestly, even in the onboarding phase, it's pretty obvious on how something or someone may or may not do, or how something is going to go or not go in the organization based on how someone feels about the onboarding experience, because that's where your culture is established, so… If retention is working, you've got super low turnover, staff are saying they love working at this job in this organization, they are saying they feel supported, they are saying that there's, like, a trust and a sense of belonging, and they're heard, and their ideas are important, there's ways to move up, and leadership are proactively solving problems. Regulation comes into play real fast, even when stuff hits the fan, and new hires kind of seamlessly move out of onboarding right into the clearly established culture where everything is going quite smoothly, and people feel really happy, and you can feel that, and you can see that, and you can hear that. Okay, so what I hope you took away from this episode is really just the ends. What do the M's look like for you? What do they look like for others? How does your M outreach impact others? How does your M intake make a difference about what's your loop, your momentum loop in your brain, and how are you feeling that in terms of your organization? So, reflect on that today, and then… If… this work is something you're curious about. You're like, yeah, you piqued my interest, and I, like, want to learn more about some of these sub-areas, and I want to learn more about reinforcement, and culture, and regulation and all the things. I don't quite know what that looks like in my role, or how to get, you know, myself there, or my team there. Reach out to us at FiveIves.com. When you go to our services page, there's a whole page on what the Staff Sustainability Program is, and what it looks like to bring it into your organization, and what it looks like to work with all levels of staff, because it's an all-level staff program, not just leadership. So, you can learn more about it there. And Jessica and I are always happy to hop on a call with whoever to talk about what it is, how it works, and how it can kind of meet the needs of where organizations are at, and if it's even the right type of organization to move through this type of phased framework, and if it will be able to help them or not. We also, in January, are launching our next round of our Behavior Breakthrough Program, which is a program in partnership with the University of Pennsylvania, where educators can earn 4.5 graduate-level credits from University of Pennsylvania. And learn a lot about behavior. And not just, like, the things that we've all learned in the last 10, 15, 20, 30, 50 years, it feels like not much has changed with behavior. But, I mean, the behaviors have changed, but, like, how we're responding to them hasn't changed much. This course will teach you how to do that. It will teach you how to regulate yourself, how to help co-regulate with kiddos, and how to teach them to regulate, and then how to keep yourself from burning out, feeling overwhelmed, and leaving your job. So, it's been going pretty well with these courses. People are really enjoying taking them, and are learning a lot from them, and can kind of move through them at their own pace. So, If you want to learn more about that, it's on the website as well, or you can ping us and we'll send you more information. We are looking for some school districts to send cohorts through. We typically work with, like, independent individuals that come in and become a collective that take the course, but we are moving to a model where we're trying to integrate, where we bring the program into a school district, and a group of school district individuals come together as a cohort and take the course, so that everybody is kind of working together at lots of levels throughout the school to implement the concepts. So kind of both running at the same time. But… If you want to learn more about any of the information, head to Five Ives, F-I-V-E-I-V-E-S dot com, and don't hesitate to share this information with someone near you, or have a conversation with someone about it, or listen to the episode again with someone, and kind of reflect through it. And until next episode, I am Lauren Spiegelmeyer, and thank you for joining me.


Categories: : Regulation Strategies

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