So one of the biggest lessons that I learned and was reminded of was that it's really critical to protect yourself from others reactions you need boundaries within support, especially as a verbal processor, it can interrupt your clarity seeking you're working so hard to emote, to express, to work through what happened, but also what steps you need to take. And as a verbal processor after a crisis, it's probably not the best thing if you are accessing someone who is interrupting a whole ton in that moment, right? We want to be in dialog. Don't get me wrong. You don't want to, just like, talk to yourself, unless that works for you, for you, then, you know, bless it. But I. For me as a verbal process or after a crisis, I really need to work through and feel someone's warmth and energy and have them ask important questions, but not at a cadence that is disruptive to my best thinking. I'm making a case for people who are also skilled at self regulating. Because what I found is that, understandably, an incident like this activated fear in stress and anxiety and anger in pretty much everybody I talk to. I could go to my team, and I'm not talking about calling a whole staff meeting to share immediately what happened. If you think back to episode four, I am reminding us of the me we world. So after I did the continuous replenishment cycle, after I went through that somatic progression, I naturally had a meeting with my supervisory team, the team of supervisors at the teaching well, they are all skilled at self regulation, at co regulation, at emotional resilience and community care. The folks you go to to work through this incident need self awareness, and they need self management if we're talking about socio emotional competencies. Because here are the people you'll meet in reactivity and fear is the thread everybody is entitled to respond, but you might not get what you need. As the person who experienced this crisis event, you might meet someone that goes immediately into protective mode, an aggressively loving reaction. If I were to map that to a trauma response, it might be that fight energy. You might meet someone who co ops the moment now they need you to soothe them, because they're scared for you, for themselves. For the world, I might map that to flight. They want to run towards you for support, even though you're the one that just encountered this event. You might meet someone that does nothing. They might not even respond. That's terrible. This is too heavy. Let's not talk about it, right? They might freeze in that moment and just not be able to meet you in your pain. They also might start to replay, kind of their inner stories or anxieties. And it could sound like, well, if you respond with this, then you'll which can land as invalidating or gas lighting or catastrophizing, right? And you might also meet that fourth trauma response, the fawn, someone that does everything. I'm coming over to your house right now to clean. Okay, I'm calling everyone, and we're going to have a neighborhood watch meeting. I'm like, wait a minute. Hold on, friend. Can I get through this day? I've realized that I have a very high crisis tolerance. I have a high capacity and resilience in the face of a crisis or emergency, and a big part of that is that I spent almost a decade in Crisis Response roles, both as a turnaround school administrator, as a district leader who was getting the phone calls when there was an emergency for 5000 children, and now at the teaching well when people call us when things are hard in their schools or their nonprofits or their companies. But not everyone has that crisis tolerance. My truth is that most folks in my personal life who love me so deeply showed up in reactivity with lots of care. So who I could go to to most effectively process was actually the leadership team of the teaching well, who I knew could manage their needs. Practice that self care, but also practice community care. And they gave me permission to not work, and they gave me permission to co regulate. And they loved on me too, but they believed me when I said, I want to keep working today. They believed me when I said, I just need thought partnership on X or Y, and that's important. Let's do another noisy out breath here, deep inhale, so you got to know your people in that first 24 to 48 hours after a crisis, you've got to know who you can go to that can support you showing up in your power. And so what's here? I have been talking to executive directors, I've been talking to board members. I've been talking to superintendents about this incident, and the truth is the vast majority of folks that I have connected with have no plan. And so a part of the blessing of this challenge is that it has really propelled our organization to. To externalize a crisis plan across three lines, and again, come visit us at the teaching well.org, forward slash blog to see a little bit more details about this plan. But at a high level, there are three components. What are we going to do to prevent right? Those prevention steps? What are the intervention moves that we're going to emphasize and what are the postvention elements that we want to ensure our team has access to. This has required us to codify some new policies. So for example, in the prevention we have now created a phone policy, as many small organizations do, many teammates in my organization have their personal phone number in their email signatures because we want our clients to be able to access us at all times. So we are now providing the option for high visibility roles like mine to have a second phone paid for by the org. If that is something that we so choose, we're also willing to pay for Google numbers for any teammate, and we gave direct instruction to the team to remove their personal numbers from their email threads any other identifiable information right as intervention, we are creating the plan to inform our team to immediately notify org and board leadership. So in this case, it would actually be them letting me know, and then I would take it to our board chair and vice chair, both of whom I talked to that day. Intervention also includes notifying the authorities after this incident, both a police report was taken and filed, as well as the FBI tip line. We don't play with hate crimes. We don't play with threatening messages. You take all threats seriously, that's my training. You take them seriously. You document them all. And so both the police and the FBI have all of the information for this individual, and then in post vention, we already pay for a wellness stipend for the team. I know I needed to float right. I needed to really take care of myself, but if your organization doesn't have a wellness stipend, you might in the postvention, want to consider a one time wellness stipend to help your team, re resource, move this event through, metabolize, heal, rejuvenate, and shout out to We Are For Good, because when I notified them that day, they sent a very generous Door Dash to me and my family that just made it so I didn't have to worry about dinner, that I could get a delicious, nourishing meal at the end of what had been an intense experience. There's so many ways that folks showed up for me across the community, and I'm grateful postvention should not be overlooked after a crisis. It's a part of where the healing lives. So this is a shorter episode, and thanks for allowing me to process with you all in community, to be in dialog, to share some of my reflections, and in true gather at the well fashion. I'd love to offer you a couple of affirmations. I am safe. I am supported, I am resourced. I can heal. And if you're a person of faith, no weapon formed against me shall prosper. It won't work, right? So do you? I had to access my Fred Hammond because that's my business, and that's what works for me.