Return-Path: Delivered-To: alvarochf@traceseis.com Received: from cs510.bluehost.com by cs510.bluehost.com with LMTP id 6CjXK/Ysq2m8BwgAWiBQxw (envelope-from ) for ; Fri, 06 Mar 2026 12:37:26 -0700 Return-path: Envelope-to: alvarochf@traceseis.com Delivery-date: Fri, 06 Mar 2026 12:37:26 -0700 Received: from mta-70-25-10.wix-shared.com.sparkpostmail.com ([156.70.25.10]:4803) by cs510.bluehost.com with esmtps (TLS1.2) tls TLS_ECDHE_RSA_WITH_AES_128_GCM_SHA256 (Exim 4.98.2) (envelope-from ) id 1vyazG-00000002Jg9-2CeC for alvarochf@traceseis.com; Fri, 06 Mar 2026 12:37:26 -0700 X-MSFBL: q2GWTALlCSkZka3By3QjYeXggIt4eIE/PUqAWQDyFr4=|eyJtZXNzYWdlX2lkIjo iNjlhNmViMmNhYjY5MTE2ZDJiMmYiLCJjdXN0b21lcl9pZCI6IjE3NzUxIiwiciI 6ImFsdmFyb2NoZkB0cmFjZXNlaXMuY29tIiwic3ViYWNjb3VudF9pZCI6IjE1OTc zMDIiLCJ0ZW5hbnRfaWQiOiJzcGMifQ== DKIM-Signature: v=1; a=rsa-sha256; c=relaxed/relaxed; d=slowdownsummit.co; s=sel1; t=1772825835; i=@slowdownsummit.co; bh=bepHzzZW0sCbikGKBNi19oOMolQCaMoNRONp0ANYImc=; h=To:Message-ID:Date:Content-Type:List-Unsubscribe-Post:Subject: List-Unsubscribe:From:From:To:Cc:Subject; b=Nbfz/iBuoT77rIqHaRWauW548a2U6JsV6PtdPjd/oNTiO9/pzTgHSEpWI+bEbdShc 2sn61w1HA0r/di6CFXcMi2M4AGtQIYlrzs3BitWhvsjOiqFuS4Y11jL22Pf9KAYM54 5ZhjTfCxCJF/nPAGLhC15MfbC70WA7M9GP6PifwE= Received: from [10.90.17.24] ([10.90.17.24]) by i-0d30c95384645a9ef.mta1vrest.sd.prd.sparkpost (ecelerity 5.2.0.75207 r(msys-ecelerity:tags/5.2.0.3)) with REST id F2/B2-45828-BEC2BA96; Fri, 06 Mar 2026 19:37:15 +0000 To: "alvaro chaveste" Message-ID: Date: Fri, 06 Mar 2026 19:37:15 +0000 Content-Type: multipart/alternative; boundary="_----5+8MSP2PYWTfgkwINIp37A===_62/B2-45828-BEC2BA96" MIME-Version: 1.0 Reply-To: howdy@slowdownsummit.co List-Unsubscribe-Post: List-Unsubscribe=One-Click Subject: Dear Danielle Volume 5: Balancing Priorities List-Unsubscribe: From: "The Slowdown Summit" x-abuse-id: bc735539-6f9e-4196-9dc6-e5b61ac8b051 Precedence: Bulk Feedback-ID: bc735539-6f9e-4196-9dc6-e5b61ac8b051:2eb0da37-9e51-490d-b226-39c495eff490:wixshoutout --_----5+8MSP2PYWTfgkwINIp37A===_62/B2-45828-BEC2BA96 Content-Transfer-Encoding: quoted-printable Content-Type: text/plain; charset="UTF-8" VOLUME 5: BALANCING PRIORITIES=0D=0A=0D=0AA subscriber writes: Dear Daniell= e, The core of my struggle is managing last-minute responsibilities and pro= jects whose successful execution is very likely more important and impactfu= l to the organization's success than my core job duties. However, I don't b= elieve those elements are formally evaluated, which means my job performanc= e isn't evaluated based on those successes. There's never any planning, and= we continue to build the plane as we fly it. I'm a pleaser, but I also wan= t to get things done. Also, I am regarded in the organization as someone wh= o delivers. I worry that if I don't perform the important non-core efforts = well I'll get dinged in the short term. Conversely, I worry that if my core= job duties aren't performed well, I'll get dinged in the longer term. Ther= e's not enough time to do both well. These elements stem from our organizat= ion being mission-driven and understaffed/underfunded. Additionally, things= are falling through the cracks from other people, which is why projects ar= e often assigned to me at the last minute. I'm in a constant scramble and I= can't keep up. Thank you for your input, "Last Minute-New Priority"=0D=0A= =0D=0ADanielle Writes: Dear Last Minute, I notice that you didn=E2=80=99t a= sk me a question, or for anything specific. I want to honor your autonomy b= y not presuming to coach you or guide you in any way without your explicit = request. You did thank me for my input, so I will assume that you=E2=80=99d= like my read on the situation. Here is what came through for me after read= ing your message- please take what resonates and leave the rest! Firstly, I= =E2=80=99ve been in your shoes many times! You have my sincere empathy=E2= =80=A6 that is not an easy situation to navigate. However, in my experience= , it is not impossible. The skills required to be a leader are often differ= ent than the skills required to be a visionary. Your leadership team might = have a clear vision but lack a foundation or strategy to achieve it. Only y= ou can know for sure. When I navigated similar situations, I had to ask mys= elf: what is my real motivation to absorb all of this extra work=3F I wish = all leaders knew that in order to feel fully safe, we have three core needs= : 1) physical safety 2) psychological safety, and 3) agency. When these thr= ee conditions are met we can operate in a healthy baseline state of regulat= ion. Our work output improves, our wellbeing improves, our sleep, health, e= motional states all improve! When any one of these things is missing we ent= er into a low grade state of dysregulation. When two or more are missing we= are in a state of crisis. If we find ourselves in a state of having to cho= ose between one need being met over the other (like you, potentially) we ca= ll this a dilemma. As far as input goes=3F Being in =E2=80=9Ca constant scr= amble=E2=80=9D sounds like hyper-arousal- which, if that resonates for you,= could mean that at least one of your three core needs is not being met rig= ht now. I invite you to become an investigator=E2=80=A6 Which core need isn= =E2=80=99t being met=3F, What do you need to feel safe and supported while = you do your job=3F, And maybe most importantly: Do you feel safe enough to = ask for what you need=3F In my experience, a strong leader is someone who c= an provide vision, direction, and support. Which means that they provide al= l of the resources required for one to effectively do their job (i.e. task = prioritization, sufficient staffing). When any of those elements are missin= g our wellbeing suffers. Ultimately I want to leave you with this: There is= a difference between being a =E2=80=9Cteam player=E2=80=9D and minimizing = your needs to keep the ship from sinking. You=E2=80=99re onto something, Da= nielle=0D=0A=0D=0AWe look forward to your future submissions to Dear Daniel= le, and can't wait to see you at the Slowdown Summit on April 27. Get your = ticket today! Rest up. Slow down. Lead differently. =F0=9F=8C=B1=0A=0AClick= on the link below to open the message in a browser:=0Ahttps://slowdownsumm= it.co/so/90Pp4Dayt/c=3Fw=3Dh2gtQ8-oBAMXJGKB3bQP8CsqAoS-f5VPK5MNqnOv9lg.eyJ1= IjoiaHR0cHM6Ly9zbG93ZG93bnN1bW1pdC5jby9zby85MFBwNERheXQ_bGFuZ3VhZ2VUYWc9ZW4= iLCJtIjoibWFpbCIsImMiOiJiYzM0Yjk3MC1lZTdlLTQ1NjYtODQ0OC1jNjRlNjBlYWQ0OTQifQ= =0A=0AYou've received this email because you are a subscriber of this site.= =0Ahttps://slowdownsummit.co/so/90Pp4Dayt/c=3Fw=3DJJQf7JJsb3svqNqdJq5b8qa2e= VyAaNJ0ldDhG0dtZCQ.eyJ1IjoiaHR0cHM6Ly93d3cuc2xvd2Rvd25zdW1taXQuY28vIiwibSI6= Im1haWwiLCJjIjoiYmMzNGI5NzAtZWU3ZS00NTY2LTg0NDgtYzY0ZTYwZWFkNDk0In0=0A=0AIf= you feel you received it by mistake or wish to unsubscribe, please click h= ere.=0Ahttps://www.slowdownsummit.co//_manage-consent/api/revoke-consent/un= subscribe=3FwixToken=3DJWE.eyJhbGciOiJBMTI4S1ciLCJlbmMiOiJBMTI4Q0JDLUhTMjU2= Iiwia2lkIjoiZkhJbFA4M1cifQ.oqXxKueuwiL6MB1uJGdXDkDpipETh5QyTcyH2S_POcYt-MkT= tL9VEA.GD0IRl2gv3J3nWHpiWAb_w.Mp2XTxkO_yAWp0rTl-iCD3p9WfBO--FLPYTXcUda2Ep6v= 1zXk0wrDxEhFp1feveTlUsnza7rZnlEDUuV5HNOycxKHASjZjWwX7-HttWpM15sXeauAWwGu7r9= _kzUmACk8v_5tb8oafvoVo9-8Cs5S71Icu2YNOno7itFZJlx02h3bMDBQ5Rug4TQu_9ROOd6ZbX= gqoi0LbIHZTg8t_aPNF0zKz6Vt3VEjkDhKyrcYUvL4I8YcxK-15h7LfrGtaQvhW-tna1IEpPpa2= tC7ETfzSK3nzyv9o0O40T4fD3qX-2-aHWAKt9zbjuIoIKa53XzzJqHJrnehyfbZqZokHcHx6Sxs= s4zklFA25fMXZBJBIQ4hCIVZZ8PwDM0JpeDVSZrG5ySBdwxLxIH0m_WfVPv7yrgAnjdKEMfLcPw= GGtVVzQaXD1V_y6GOu46bdBTq_6z.hPoXbpQ6Iq806CySvUp6HQ&locale=3Den --_----5+8MSP2PYWTfgkwINIp37A===_62/B2-45828-BEC2BA96 Content-Transfer-Encoding: quoted-printable Content-Type: text/html; charset="UTF-8" =0D=0A
3D""/=0D=0A
Helping i= lluminate patterns, build self-trust, and strengthen the inner foundation r= equired to show up as a leader.‌ ‌ ‌&= nbsp;‌ ‌ ‌ ‌ ‌ ‌&nbs= p;‌ ‌ ‌ ‌ ‌ ‌ &= zwnj; ‌ ‌ ‌ ‌ ‌ &zwn= j; ‌ ‌ ‌ ‌ ‌ ‌&= nbsp;‌ ‌ ‌ ‌ ‌ ‌&nbs= p;‌ ‌ ‌ ‌ ‌ ‌ &= zwnj; ‌ ‌ ‌ ‌ ‌ &zwn= j; ‌ ‌ ‌ ‌ ‌ ‌&= nbsp;‌ ‌ ‌ ‌ ‌ ‌&nbs= p;‌ ‌ ‌ ‌ ‌ ‌ &= zwnj; ‌ ‌ ‌ ‌ ‌ &zwn= j; ‌ ‌ ‌ ‌ ‌ ‌&= nbsp;‌ ‌ ‌ ‌ ‌ ‌&nbs= p;‌ ‌ ‌ ‌ ‌ ‌ &= zwnj; ‌ ‌ ‌ ‌ ‌ &zwn= j; ‌ ‌ ‌ ‌ ‌ ‌&= nbsp;‌ ‌ ‌ ‌ ‌ ‌&nbs= p;‌ ‌ ‌ ‌ ‌ ‌ &= zwnj; ‌ ‌ ‌ ‌ ‌ &zwn= j; ‌ ‌ ‌ ‌ ‌ ‌&= nbsp;‌ ‌ ‌ ‌ ‌ ‌&nbs= p;‌ ‌ ‌ ‌ ‌ ‌ &= zwnj; ‌ ‌ ‌ ‌ ‌ &zwn= j; ‌ ‌ ‌ ‌ ‌ ‌&= nbsp;‌ ‌ ‌ ‌ ‌ ‌&nbs= p;‌ ‌ ‌ ‌ ‌ ‌ &= zwnj; ‌ ‌ ‌ ‌ ‌ &zwn= j; ‌ ‌ ‌ ‌ ‌ ‌&= nbsp;‌ ‌ ‌ ‌ ‌ ‌&nbs= p;‌ 
<= !--[if mso | IE]>
Can&#= x27;t see this message=3F View in browser
=
<= div style=3D"height:0px;line-height:0px"> 
=
3D""
<= ![endif]-->
3D"Introducing

VOLUME 5: BALANCING PRIORITIES

<= /td>
<= /tr>
<= /td>

A subscriber writes:

Dear Da= nielle,

 

The core of my struggle is ma= naging last-minute responsibilities and projects whose successful execution= is very likely more important and impactful to the organization's success = than my core job duties. However, I don't believe those elements are formal= ly evaluated, which means my job performance isn't evaluated based on those= successes.

 

There's never any planning, and we con= tinue to build the plane as we fly it.

 

I'm a pleas= er, but I also want to get things done. Also, I am regarded in the organiza= tion as someone who delivers. I worry that if I don't perform the important= non-core efforts well I'll get dinged in the short term. Conversely, I wor= ry that if my core job duties aren't performed well, I'll get dinged in the= longer term. There's not enough time to do both well.

 

These elements stem from our organization being mission-driven and u= nderstaffed/underfunded. Additionally, things are falling through the crack= s from other people, which is why projects are often assigned to me at the = last minute. I'm in a constant scramble and I can't keep up.

 

Thank you for your input,

 

"Last Minute-= New Priority"

=

Danielle Writes:
 

Dear Last Minute,

 <= /p>

I notice that you didn=E2=80=99t ask me a question, = or for anything specific. I want to honor your autonomy by not presuming to= coach you or guide you in any way without your explicit request. You did t= hank me for my input, so I will assume that you=E2=80=99d like my read on t= he situation. Here is what came through for me after reading your message- = please take what resonates and leave the rest!

 

Firstly, I=E2=80=99ve been in your sho= es many times! You have my sincere empathy=E2=80=A6 that is not an easy sit= uation to navigate. However, in my experience, it is not impossible. <= /span>

 

The skills= required to be a leader are often different than the skills required to be= a visionary. Your leadership team might have a clear vision but lack a fou= ndation or strategy to achieve it. Only you can know for sure. When I navig= ated similar situations, I had to ask myself: what is my real motivation to= absorb all of this extra work=3F 

=  

I wish all leaders knew that in order to feel= fully safe, we have three core needs:

&= nbsp;

1) physical safety

2) psychological safety, and

3) agency.

 

When these t= hree conditions are met we can operate in a healthy baseline state of regul= ation. Our work output improves, our wellbeing improves, our sleep, health,= emotional states all improve! When any one of these things is missing we e= nter into a low grade state of dysregulation. When two or more are missing = we are in a state of crisis. If we find ourselves in a state of having to c= hoose between one need being met over the other (like you, potentially) we = call this a dilemma. 

 

As far as input goes=3F Being in =E2=80=9Ca constant scram= ble=E2=80=9D sounds like hyper-arousal- which, if that resonates for you, c= ould mean that at least one of your three core needs is not being met right= now.

 

I in= vite you to become an investigator=E2=80=A6 Which core need isn=E2=80=99t b= eing met=3F, What do you need to feel safe and supported while you do your = job=3F, And maybe most importantly: Do you feel safe enough to ask for what= you need=3F

 

In my experience, a strong leader is someone who can provide vision, dir= ection, and support. Which means that they provide all of the resources req= uired for one to effectively do their job (i.e. task prioritization, suffic= ient staffing). When any of those elements are missing our wellbeing suffer= s. 

 

U= ltimately I want to leave you with this: There is a difference between bein= g a =E2=80=9Cteam player=E2=80=9D and minimizing your needs to keep the shi= p from sinking. 

 

Y= ou=E2=80=99re onto something,

 

Danielle 

=
<= td style=3D"line-height:0px;font-size:0px;mso-line-height-rule:exactly">
<= !--[if mso | IE]>

We look forward to your future submissions to Dear Daniell= e, and can't wait to see you at the Slowdown Summit on April 27. Get your ticke= t today!

 

Rest up. Slow down. Lead differently. =F0=9F=8C=B1

=
=
=
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<= /tbody>
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<= table align=3D"center" border=3D"0" cellpadding=3D"0" cellspacing=3D"0" rol= e=3D"presentation" style=3D"background:#FFFFFF;background-color:#FFFFFF;wid= th:100%">
=
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=
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<= tbody>
=

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