105. The High Performer’s Trap: Why Being Capable is Exhausting You
Episode 105
Are you someone who says yes because you can see exactly how to make it happen? Do people come to you because they know you'll deliver? And are you completely exhausted because of it?
In this episode, I'm unpacking what I call the high performer's trap. It's that cycle where the better you get at something, the more people ask you to do it, and because you're capable, you say yes. You can see how to execute, you know you'll do it well, so you take it on…over and over again until you crash.
We talk about why this happens to high performers, and then I give you five strategies to avoid the trap and 5 ways to professionally say no without a drop of guilt.
What You Learn:
Why high performers fall into the trap of saying yes to everything
How your ability to envision solutions makes saying no feel impossible
The difference between being engaged with your work and being boundaryless
5 strategies to evaluate commitments strategically (including the Energy ROI Assessment and Strategic Subtraction Exercise)
5 ways to say no diplomatically while maintaining professional relationships
🔗 Resources + Episodes Mentioned:
Never stop learning.
❤️ Connect:
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The following transcript was autogenerated and may contain some interesting and silly errors. But in the name of efficiency and productivity, I choose not to spend my time fixing them 😉
105. The High Performer's Trap: Why Being Capable Is Exhausting You
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[00:00:00] Are you someone who says yes because you can see exactly how to make it happen? Do people come to you because they know that you will deliver and are you exhausted because of it? Today we're talking about the High Performers Trap. Hello and welcome to the Learn and Work Smarter podcast.
I am Katie and we are on episode 105. Thanks for hanging out with me today. If you're watching this on YouTube, I would love for you to subscribe to the show or if you're listening on a podcast app, and if you know someone who could benefit from what we cover, then please share this episode or I guess any episode with them so that we can all learn and work smarter together. That sounds so cheesy. Anyway, the high performers trap. That's what we're talking about today. What is this high performers trap? It is a pretty simple concept actually, but it's kind of a tough situation to be in. It can be even harder to get out of, but it's possible. Ask me how I know.
So here it is in a nutshell. The better you get at something, the more [00:01:00] people ask you to do it. And because you're capable, you say yes. You can see how to execute, you know you'll do it well. And so you take it on and you take on the next thing and the next thing and the next thing. The trap isn't that you're doing high quality work or even that you've become the go-to for what seems like everything and everyone; the trap is that your competence becomes the reason you say yes. You're no longer even thinking of whether you should say yes, if it's the right thing. You're not making strategic decisions about your time and your energy and your goals and your desires anymore.
You're just responding to what you're good at because you're in the trap and you don't know how to get out. And this doesn't necessarily feel like a problem at first. It feels like, you know, engagement with your work. It feels like being responsible, being reliable, being known as the person who gets things done.
And it can actually feel really good 'cause people ask you to do things so you're like, oh, it's 'cause they know I can do it. And you do do it well [00:02:00] until one day you look at everything on your plate and you realize that you can't actually sustain it. And it no longer feels good. You're starting to feel resentful at the people who are asking you to do these things, even though in the beginning you felt like it was a reward and you felt proud you were being asked, you know? But by then, you've built a reputation as the one who says, yes, you've made commitments and obligations, and you have responsibilities as a result of those yeses. And backing out feels impossible.
Now it's really possible to fall into the high performers trap in any context. If you're a student, [00:03:00] maybe you said yes to five clubs, to taking all of the advanced classes just because teachers recommended that for you, tutoring other students because those students asked you, or teacher recommended you, or their parents asked you. Maybe maintaining a part-time job just because you can.
People ask you to do these things because they know that you will follow through on them and that you'll do a good job. Teachers nominate you for leadership positions and so you're like, oh, okay, like I'll do that. Your friends ask you to help with their work, you say yes 'cause you care about doing things well, and you do do them well.
If you're a professional, maybe you're the person who volunteers for the cross-functional project. Maybe you're mentoring, you know, junior team members taking on the presentation that no one else wants to do. And you still hit all your regular deadlines. You're a high performer. Your manager knows they can count on you.
Your colleagues know that you're gonna deliver high quality work and you do every single time. So they keep asking you. Now, in [00:04:00] both cases, you're not saying yes because someone's forcing you to do it unless it's your boss and it's your job. But in, in the examples I just shared, no one's like, you know, twisting your arm and making you do it.
You're saying yes, because you are engaged. You're a good doobie. You care about the outcomes. You like working hard, you like doing a good job. You have high standards for yourself, and you get personal, internal satisfaction from meeting them. That's not a bad thing. That's what makes you good at what you do, and it's probably afforded you some success up to this point.
But there is a difference between being engaged with your work and, you know, being good at it and completely giving up all of your boundaries. And that is what we need to talk about. Now, if you're listening to this and you're thinking, well, I'm not a high performer. I, I struggle with a lot of things, like, I'm not, like incredible across the board, stay with me because high performance is not just about being exceptional at everything. It's about being capable enough that people notice and [00:05:00] ask. Capable enough in like any particular area, maybe you're not a straight A student, but you're the one that your study group relies on to organize everything. Maybe you're not, you know, at work gunning for promotions, but you're the person your team trusts to handle complicated clients every single time they come around.
High performance can show up in specific areas. It's not necessarily, um, defined by high performance across every context. Okay? And if you care deeply about doing certain things, well, even if other areas of your life feel less high, performancy, this trap can still catch you. So we have to talk about why this happens.
Why do, and obviously we're gonna get into some strategies too, but like, why are we falling into this trap? Why do capable people keep saying yes until they burn out? That's probably a ton of reasons that I can't get into all of them here, but there's a few that I do wanna cover first. High performers tend to be more engaged.
I've already used that word a lot, and I know it's educational speak, but it's true. You're [00:06:00] just more in tune and locked in and interested in what you're doing. You're not just going through the motions. You care about what you're doing and you like it, and you also have high expectations for yourself, and that internal drive is a good thing.
It's what makes you good at your work, but it also means that you probably feel the weight of things not getting done or maybe even just not getting done well to the standards that you have. So when someone asks you to take something on, you're not just thinking, can I fit this into my schedule?
You're thinking, well, I can see how to do this right? And if I don't do it right, will it even get done at all? And if it gets done at all, will the other person do it well? Will the other person do it right? Now second, there's the vision problem. So high performers can typically envision how to execute something.
They can like see it through, they can picture it happening. They can picture the final thing. So when someone describes a project or maybe a problem, you're [00:07:00] already mentally mapping out the solution. And once you can see it, once you're visualizing it, it kind of starts to feel like your responsibility already, even though you haven't taken any action, like you've already mentally committed to this obligation, to this ask before you've verbally committed to anything.
Like if you can see the path forward, shouldn't you be the one to do it? That's sort of like the questions we ask ourselves, but you know what? That vision doesn't show you. You know what's less obvious, the cumulative weight. Of everything you take on, you might be capable. In fact, you definitely are of executing every single individual project to an excellent level.
But can you do all of them at total excellence at the exact same time? This happens all the time with my student clients. They will like for my high schoolers anyway, they'll sign up for like five AP courses and they'll be like, do you think that's a good idea?
Everyone's different, right? Each scenario is different, but yes, in many [00:08:00] cases they are absolutely capable of getting an A in every single AP course individually. But taking all five at once while they're also doing sports and have a job and belong to, you know, whatever clubs, that is a whole different animal.
High performers don't just say yes to one more thing in isolation. They say yes to one more thing on top of everything else that they're already carrying and that they're already doing, and that they're already doing well. All right, so that was two. The third reason why high performers fall into this trap is there's often an awareness of your reputation.
Not in a superficial way. We all should have some sort of awareness of our reputation, but in a very genuine way. They know what their reputation is, what they want it to be, and what it takes to maintain that. You know, people come to you because you deliver. You've built trust with your colleagues or maybe your peers. And saying, no, feels like you are letting people down, or maybe you're damaging that trust.
And so you protect your [00:09:00] reputation by continuing to say yes, even when you're stretched thin, even when you're crying inside, again, ask me how I know. And then finally, a lot of this is driven by. Internal satisfaction, not necessarily external validation. We do things for internal motivation, for external motivation, but a lot of this high performance trap that we follow into is because of internal satisfaction. Okay. Something within maybe you like praise, many of us do, right? But more often it's about meeting our own standards, right? You wanna do good work because that is who you are and that's amazing. Internal drive and high standards are incredible to have and to cultivate.
The problem is that internal standards don't know when to stop or where to draw the line. They're just like, keep going until you die, right? There has to be a line we draw. It just keeps pushing you to do more, to do better, to say yes to the next thing again, even if you're crying [00:10:00] inside.
Now there's also this thing that happens with, um, what's the word for it? Me? Um, benchmarks. You perform well in a particular instance. Okay? So maybe you pull off a great project under a tight deadline, or you're successfully juggling five things in, you know, one particular semester in college, and you, you can pull it off and you have success.
And people recognize that success and that anomaly, that exception becomes the new normal. That exceptional moment becomes your new baseline. Instead of seeing that moment of excellence as an anomaly of something that just happened because all the stars aligned and you know it was this, this rare thing, something outta the ordinary and cool in its own right, high performers tend to keep moving that standard upward.
Every time you reach a new level of achievement, that just becomes a new expectation you have for yourself. So you're not just maintaining, you know, competence, you're constantly trying to exceed your last personal best, which just as it sounds, [00:11:00] is exhausting. I'm gonna give you an example from when I was in graduate school.
I had a classmate in my program. I liked her. I really did. We took multiple classes together, um, just over, you know, the time that we were in the program together. And she would regularly ask me for my notes or to tell her what was gonna be on the test because she knew that I was tracking those things and I liked tracking those things and I was good at it, and I didn't mind sharing.
That's actually what I do for a living now. You know what I mean? But every single one of those requests added a little bit of extra work. Formatting my notes. So they made sense to her because I cared about that. Like my ne notes made sense for me. And then when she was like, Hey, can I have your notes? I was like, oh, okay, well I should probably like clean them up and I should probably make them so they make sense for you.
I didn't just give her what I had. Right. And then taking time to explain what I thought would be tested. 'cause I didn't like write it out. The point is like, my methods worked for me as they should work for you. And so just handing my things off to her didn't cut it for me.
I had to invest, [00:12:00] honestly, significant amount of time into formatting my things for her. I guess they were small things individually, but on top of everything else that I was managing in grad school, it did accumulate and it built into honestly, a bit of resentment. I feel bad saying that now. I don't think I've ever said that out loud, but that's the reality.
And I kept saying yes because I could do it and I liked her. And honestly saying no felt mean. And to be honest, this pattern hasn't completely gone away. I'm a work in progress. In my business now, I get collaboration requests and partnership opportunities that genuinely align with what I do. A lot of them are spam, but the ones that come through, like so many of them, I'm like, that would be awesome.
And my first instinct is still to just try to figure out how to make it work because I, I know how to do it and I know that I can do it, and I know that I can do it well, so shouldn't I. Well, these days I know better and I'm trying to get better at saying no. And so, you know, I've gotten better, I guess at at least being aware [00:13:00] of this trap.
So I do try to say no more, but I'm just sharing these personal examples with you, because I'm not recording this podcast episode from a place that's like way higher up on some mountain than any of you. I'm literally in the exact same position of you as you. I just have a microphone in front of me to talk about it.
You know what I mean? So let's talk about what sustainable high performance looks like in practice in real life. It's one thing to talk about it. It's another thing to say, okay, well what does this actually mean? What does this look like and how can I implement it?
It is most definitely not at all about doing everything that comes your way.
It's about being strategic with your yeses and intentional with your nos. It's choosing to do deep, excellent, work on fewer things rather than surface level work on just everything that is asked of you. For a student, it might mean being deeply involved in just two activities that you genuinely care about and you can give everything you have to, instead of just giving a fraction of yourself to five.
It means taking [00:14:00] four classes and excelling in all of them instead of overloading yourself with six, and maybe just getting BS across the board because you're stretched too thin. For professional, this might mean leading one major project where you can really move the needle and make an impact instead of just being like a, um, like a, a weak contributor on four different initiatives.
Maybe it means mentoring two junior colleagues well, instead of saying yes to every mentoring request and giving everybody half of your attention. And then internally, here's what sustainable high performance might feel like, right? Like on the inside, it feels like you're engaged in what you're doing and you don't feel resentful toward the people or the person who asked you to do the thing.
You have this mental freedom, or not, freedom's not the right word, space to think strategically and creatively about what you're doing, instead of focusing just on like getting it done and like meet the deadline. You can be like, what is this project? What do I like about it? What could it look like? It feels good and delicious instead of just like [00:15:00] utilitarian meet deadline, And when you finish work for the day or maybe you close your laptop after studying, you feel accomplished and like you made measurable progress on something rather than like you just spent a few hours running in place but not moving anywhere.
That's the worst feeling.
That you're proud of what you're producing 'cause you had the capacity to do it well and to your own standard. And when someone asks you to take something on, you don't immediately feel that pit in your stomach because you know that you have the space and skills to evaluate your answer thoughtfully.
And when I say skills, I'm talking about like you're gonna use some of the strategies that I'm gonna share with you in just a second. Sustainable high performance. Protecting your capacity so you can protect the quality of the work that you're doing. And when you say yes to the right things, the things that align with your goals, the things that are energizing to you that you can excel at, or that challenge you in a good way, you're able to show up fully and honestly happily.
And that full happy [00:16:00] engagement is what builds the reputation you want. 'cause you're gonna do good work and that's what you're judged on. Now this is what separates high performers who burn out after just a season of high performance, from high performers who sustain excellence over time, maybe over a career or full academic, you know, four years or whatever.
So knowing all of this, recognizing this pattern in myself and seeing it in the students and professionals I work with, what's the solution here? Let's be clear about something upfront. The goal here is not to stop caring. It's not to lower your standards or become someone who does mediocre work.
Can you imagine if that were my message to you all. Being engaged in your work, caring about outcomes, having high expectations for yourself, that's valuable. That's capital. That's what makes you good at what you do, right? So we wanna keep that as is. But there is a difference between being engaged and being boundaryless.
You can be deeply committed to your work and [00:17:00] still protect your time and energy. In fact, boundaries are what are gonna allow you to stay engaged long term and succeed over time, right over your career, your academic career, instead of on just one single project or maybe one quarter or semester.
When you say yes to everything, your performance will be affected. That's just a matter of energy and time math. Like it's a math equation, right? Remember the five AP courses? You might be capable of excellence in each one individually, but taking them all at once means that none of them get your best work. Saying no to some things is about directing your high standards intentionally on the right things. It's about choosing where you apply that engaged high performer energy so that when you do say yes, you can deliver at the level that you wanna deliver at. You can still be a high performer and say no. All right, so you are recognizing yourself in this pattern. What do you do about it?
I'm gonna give you five strategies. These are not generic like set boundaries [00:18:00] advice, but I'm gonna say they're kinda like specific questions and exercises you can use to identify when you're overcommitting and maybe make different choices.
The first one is to do a can versus should audit. I know it's kind of like a cheesy name, but whatever.
When something new comes up, a request, an opportunity, a project, I want you to ask yourself two separate questions. First, can I do this? And the answer is probably yes. You're capable, like you're a high performer, you're already listening to this episode halfway through, right?
You know that. You can see how to execute. But then the second question, should I do this? And this should, has to be based on something other than your capability, Does this align with a specific goal you have? Does it replace something else that shouldn't be on your plate? Or is it adding to an already full plate?
Is the this the best use of your specific skills or could somebody else be doing it? Being able to do something does not automatically mean that you should be the one doing it.
Second, do a reputation reality check. So high performers, I already mentioned this, care about reputation, [00:19:00] not in a superficial way, but in, in a, a genuine way.
You've built trust. People know you deliver, but the next time someone asks you to take on a project or a task, ask yourself this. What do I want to be known for? Not just reliable, right? You don't wanna just be known as the person who's reliable or the person who says yes all the time, but specifically beyond that.
What expertise, what contribution, what kind of work do you want to be known for? And then you look at your current commitments and you see what percentage of them truly build that reputation, the one that you want to have. Versus just building a reputation for being helpful or available. Anytime somebody asks like, what reputation do you really want?
Sometimes we're protecting a reputation for general competence or reliability, or being like the yes guy when we actually wanna be known for something more specific and saying, no to things outside that focus. It doesn't damage your reputation. [00:20:00] Okay. It actually clarifies it and it shines a spotlight on it.
Third. I'm gonna call this the energy ROI assessment, return on investment. Not all high quality work gives you the same return, right? So the next time that you're evaluating your current commitments or maybe considering a new one, either you're taking it on yourself or someone has asked you to, I want you to ask yourself this.
What am I doing that gives me energy and satisfaction relative to the effort that I'm putting in? And what drains me even when I do it well? So for example, I feel like I should give an example for this one. It's kind of a hard one to understand.
Maybe you're really great at organizing group projects, and people always ask you to do that, right? You deliver every single time, but it exhausts you and you don't like it. Meanwhile, the actual research or maybe the creative work on those projects is what energizes you, but you're spending most of your time on the logistics and the organization because that's what people have asked you to do.
That is really good information to know about yourself. [00:21:00] So the next time someone asks you to organize a group project, maybe you propose that you'll contribute to the creative part and the the research, but someone else needs to handle the logistics. High performers often keep doing things we're excellent at simply because we're good at them, but those tasks might be depleting us.
Just because you can do something well doesn't mean it's worth the energy cost. Give yourself permission to say no, or if that's too hard for you to do as it is for me, I'm giving you permission to say no to things you're excellent at if they're not energizing you. And fourth, so there's five. So this is number four.
If not me, then what? This is what you ask yourself. So high performers often say yes because we can see the gap if we don't do something right. We can visualize what will happen if this project doesn't get done, or if it doesn't get done well, or to our standards. But the next time you're considering taking something on, mentally play it out.
I want you to think to yourself, if I don't do this thing, what actually truly happens? Like a real life scenario? If I say no, [00:22:00] what could happen? So for example, maybe your team needs someone to take notes in every single meeting and you've been doing it for, I don't know, years. 'cause you're thorough and organized and you're good at it.
But what if you don't do it? What if you say next to the uh, no, to the next time, what happens? Maybe someone else steps up and takes decent enough notes and everything's fine. Maybe the team realizes that they need a rotating notetaker system. People do that, or maybe you saying no reveals that half of these meetings don't actually need detailed notes at all.
Sometimes the answer is someone else handles it. Like when we ask ourselves, what happens if I don't do it? The answer is, well, someone else will do it. And sometimes it's, well, it doesn't happen, and that's fine. And sometimes it's, it reveals a system problem that needs to be solved differently, not just by me taking it on.
Again, you are not responsible for filling every single gap just because you can see it. That's all part of the high performer trap. You see the gaps when others don't, and you feel responsible for filling those gaps. But chances are if you say no, someone [00:23:00] else will fill the gap. Or it's re revealed that it wasn't even a gap in the first place.
Fifth and final, the strategic subtraction exercise. My names are so cheesy, I'm fully aware of that when I say this, when I say these out loud. But the thing about being a high performer is that you tend to accumulate commitments over time and those commitments make sense to you when you said yes to them.
I don't know, like a while ago. So it's not like a, you shouldn't have said yes in the first place thing, okay? But your priorities change. Your goals change over time. What mattered last year might not matter now, and this is, that's normal, right? Totally fine. That's, that's how, that's just a sign of evolution that periodically, I'd say maybe once a semester, once a quarter, whatever works for you, look at what you're spending time on and ask yourself, does this still align with what I'm trying to do?
For example, maybe you joined a professional organization two years ago when you were exploring a particular career path. You attended the meetings, you're on a committee for it. You're still showing up because you said yes two [00:24:00] years ago, but now your career focus is different and this organization isn't serving your current goals.
Or maybe you're, you know, a student who signed up for three extracurriculars freshman year because that's what you do freshman year, right? You're trying to figure out what your interests are and figure things out, but now you're a junior. And you know what you wanna focus on when you're still showing up to all three of those activities outta habit or out of guilt about quitting. It is okay for your priorities to change.
In fact, it's necessary. If you wanna be a high performer, your commitments have to change and your priorities have to change. Strategic subtraction means seriously looking at your plate and identifying what you can let go of. Because it doesn't fit where you are now. High performers have to learn how to subtract things from our plates as we grow and as our focus evolves.
And once you go through this exercise and identify what your current performer, uh, uh, priorities are, now that becomes your new filter. 'cause you're gonna get asked to take on something else like probably tomorrow.
[00:25:00] That's inevitable. Right. That's just the nature of others identifying you as being a high performer, but now that you have clarity on what your current priorities are, when someone asks you to do something, you can evaluate that request against your current priorities and make a strategic decision about whether it's a yes or no.
All right, so now we've identified what deserves a yes or a no, but how do we actually say it? Especially when you've built a reputation for saying yes. For me personally, this is the hardest part. Like I said earlier, I'm getting better at knowing what I should say yes to and what I should say no to. But it's the actual saying, no part that I think is a little bit harder.
And I know I'm not the only one. Right. And who thinks that way? I do have a couple strategies. Again, I am working on this with you. Okay. So just 'cause I've identified these, how to say no strategies doesn't mean that I have them all in the bag. First things first, you don't owe anyone a lengthy explanation or a justification for your no.
A simple, kind professional, [00:26:00] no is enough. But if you want to maintain relationships and maybe be more diplomatic about it, here are some approaches that tend to work. Number one, I would say make it about capacity. That's hard to argue with. You could say something like, I appreciate you thinking of me for this.
Unfortunately, I'm at capacity right now, and I wouldn't be able to give it the attention that it deserves. All right. Number two, you can make it about your priorities. You could say something like this sounds like a great opportunity, but I'm focused on, I don't know, name a specific priority right now, and I need to protect that commitment.
Number three, you can make it about timing or like a timeline. You can say something like, I can't take this on right now, but if the timeline is flexible, I might have bandwidth in the future. I don't know, six months, 12 months. Give it a future timeframe, but only offer this if you actually mean it.
Otherwise, you're just setting yourself up to be in the same position down the road when they return in six to 12 months and ask you to do the thing. Number four, you can offer an alternative. Something like, I'm not able to take this on right [00:27:00] now, but have you considered another person or another resource or another approach and fill in the blank. This works when you genuinely want to be helpful, but you just can't be the one to personally do it. And then number five, you could try a partial, yes, this is a little softer.
You could say something like, well, I can't do all of this, but I can help with this specific thing. And then you can name some smaller piece, right? I suggest you use this one sparingly only when you actually wanna contribute something specific, not as just some default compromise every time someone asks you to do something, because a lot of partial yeses are gonna add up really, really fast.
And what you'll notice here is that none of these require you to apologize excessively or to over explain. I'm really trying to encourage you not to do that. You're not justifying your decision. You're stating it clearly and respectfully. You don't owe anyone a justification. And what you'll find, honestly, is that when you start saying no this way, people are gonna respect it.
'cause you're just being honest about your capacity, your time, or your priorities or whatever. [00:28:00] People appreciate that honesty. They might be bummed because they probably genuinely thought that you were the perfect person for the project or the task, but they're gonna move on. They're gonna ask someone else.
It's all gonna be fine, right? Like nobody cares. I care about you. That's not what I'm saying. But so many times we're like, what if? What if I say no? And this person thinks they'll just move on to the next person that they had in mind? And look, I know this isn't easy. If you're a high performer saying no feels uncomfortable, I know that. It might feel like you're letting people down or maybe not living up to your own standards.
But hear me when I tell you this. If you care about being a high performer and you've worked yourself into that position and earned yourself that reputation, you probably wanna maintain it. But the reality is that saying yes to everything people ask you to do, just 'cause you are good at it, can ironically make you really bad at those things.
If you truly want to maintain your status as a high performer, you are gonna have to be more selective about what you say yes to. That's how you protect your performance on the things that matter [00:29:00] to you. You know what I mean? All right, so let's recap what we covered today. That was a lot.
The high performance trap is real. You can fall into it without even knowing it's happening. It's usually, actually after you've been in it for a while, that you notice that you're overworked and you're resentful, and then you're in the middle of the trap. This is the cycle.
You are capable or you do something that demonstrates that you're capable. at something. People notice that then they ask you to do it again, and you say yes because you can see how to execute on all the things, and you might feel guilty about saying no.
But being a high performer itself isn't the problem, though. Caring about your work, having high standards, being engaged, those are all really good things. Being a high performer is a good things, but we can be deeply engaged in our school and our work and still have boundaries. In fact, boundaries are what allow you to sustain that high performance over time.
You can use the strategies we talked about today, which were separate the can I from the, should I, those are very different things. Clarify what reputation [00:30:00] you're actually building, not just, you know, saying yes to develop the reputation of someone who you know is agreeable and takes on everything, but what is it that you wanna be known for?
What's the true work that you want a reputation around? Asking what happens if you don't do something and, and do a mental exercise to plan that out. Chances are somebody else will do it, and then periodically subtract commitments that no longer align with where you currently are at. You can still be a high performer who says no because saying no strategically is what is gonna allow you to say yes to the right things with your full energy and focus.
All right, my friends, I invite you to come find me on Instagram at SchoolHabits. Send me a DM and let me know you've heard the show. I love hearing from my community and it honestly makes everything I do so very worth it. Thank you for your time. Keep showing up. Keep doing the hard work, keep asking the hard questions, and never stop learning.[00:31:00]
