Welcome back. Welcome back. Hope that brought some relaxation and peace to you. Marisol's voice is like a lullaby. All right, so I'm keeping it real but also practical in this episode, as usual, I want to now lift two tactical practices that not only reduced anxiety, but increased alignment. The first is an emergency checklist, and then there is a start, stop, continue. All right, so let's first start with the emergency checklist. This allows all parties in your organization, your boss, you your team, your board, to have real certainty around the short list of topics that you would be contacted about during your leave. You may just have had a guttural eye roll like Hold on. Wait a minute. I thought when I'm out, people should completely honor my boundaries and leave me alone. That would be your business friend. For me, I just know when you sit in the number one seat. So I'm talking to you leaders, there are always moments, especially in crisis, moments where you're going to need to be contacted and so. To me, it feels more empowering to articulate those on the front end than feel like I am being intervened upon, like something is happening to me while I am in my rest window. These three areas were actually the same as during my maternity leaves. You could have more or less those areas are staffing, finance and then legal and compliance issues. So let me break these down just a little bit. I want to be contacted, yes, even on a sabbatical, if an employee quits, or if there's a major HR issue. I'm fortunate, because I've never been contacted for one of these issues on any of my three maternity leaves or during my sabbatical. Bless that. Thank you for holding it down and keeping it classy. Teaching Well, team, but it's real. If an essential person gives their two week notice and you're out for three months, you may want to be looped in when it comes to finance, if a major funder were to drop, or a major client were to drop, this can change your staffing model. Have your interim needing to make the decision of dipping into your reserve. If you have one, it might restructure case loads inside of a school if a major funder or if a state or federal grant is pulled, or maybe you have a huge enrollment shift, it can change everything around your budget, and especially for small companies or schools, this can be like an earthquake inside of your organization, and the last bit is legal and compliance issues. Think being sued or learning your team cannot be paid for services rendered because of contract issues, but you're already months into the work. Again. This doesn't just impact your budget, it can hit your reputation. Require expensive investments in support, like hiring a lawyer, and it typically requires leadership consulting with board members. You might want to be present for that. Maybe you heard all three of my areas and you were like, Nah, it's good. I'll deal with it when I'm back again. You have agency. And I would also say you can list out very clear examples together, especially if you're feeling really anxious or this is your first time stepping away. That might support calibration across you and your interim or leadership team, and if that makes you feel better, I love that. Or you can leave them really broad and trust your interim to discern when to loop you in. That was more of my approach. Here are one or two examples. But really, I just trusted that Marisol had the strong enough discernment to hit me up if needed, and it's worked multiple times again. Thanks, soul. You know yourself, though, so be honest, if you're going to come back overwhelmed saying things like, Why didn't you call me? That is a somatic cue that the topic should be added to your list.