September 14, 2025 • 27 mins
Feeling exhausted at day's end but wondering what you actually accomplished? You're likely caught in the multitasking trap that's silently stealing nearly half your productive time. This eye-opening episode reveals the startling truth: what we proudly call "multitasking" is actually "micro task switching" – a productivity killer costing leaders up to 40% of their workday.
Drawing from both neuroscience and spiritual wisdom, Danita unpacks why our brains aren't designed for simultaneous tasks and introduces the game-changing FOCUS framework that transforms how you approach your day. You'll discover practical steps to implement immediate focus sprints that create momentum without overwhelming your already full schedule. The simple acronym – Fix your eyes on what matters, Obey the rules and rhythms, Capture ideas without chasing them, Uphold your boundaries, and Steward the results – provides a complete roadmap for reclaiming your time and attention.
What sets this approach apart is how it bridges productivity and faith. As Danita reminds us, "Focus is a spiritual practice – choosing faithfulness over frenzy." The guidance connects seamlessly to Proverbs 4:25-26, showing how intentional focus allows us to steward the gifts God has entrusted to us. Whether you're battling constant team interruptions, feeling perpetually reactive, or struggling to maintain attention, this episode offers tailored solutions to your specific focus challenges.
Ready to stop the spin and start leading with clarity? Try just one focus sprint today. Your leadership impact – and your peace of mind – depend on it. For personalized guidance, book a 90-minute clarity session with Danita to map your ideal week and establish healthy guardrails that bring the peace you deserve in your leadership journey.
Additional References:
- Deep Work (Cal Newport): https://calnewport.com/deep-work-rules-for-focused-success-in-a-distracted-world/
- Focus on This Podcast: https://focusonthispodcast.com/
Work with Danita
- Find out what's blocking your leadership clarity! Take the FREE Leadership Clarity Quiz: https://www.tryinteract.com/share/quiz/67ee83fb842bf6890d7a7875
- Book a 90-minute Clarity/Discovery Session ($525+ value): https://calendly.com/danitacummins/90-minute-clarity-call
- Entrusted to Lead podcast hub: https://danitacummins.com/podcast/
Keywords/Tags
Focus, Clarity, Productivity, Leadership, Ministry, Nonprofit, Deep Work, Faith at Work
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:06):
Have you ever finished a day of work
completely exhausted and yetwondered what did I actually
accomplish today?
Chances are you've been caughtin the trap of doing too many
things at once, so today we'regoing to talk about why
multitasking is actuallystealing nearly half of your
productive time and how you canstop the spin.
Hey friends, welcome back toEntrusted to Lead.
(00:28):
I'm your host, danita Cummins,coach, consultant and fellow
faith traveler who's learning tolead with clarity and peace.
Just like you, if your brainfeels like 14 tabs are open and
a Spotify playlist is playingfrom somewhere that you can't
find or stop it, then thisepisode is especially for you.
So grab your cup of coffee andlet's get started.
(00:53):
Leadership can feel really heavysometimes, especially when
you're carrying a vision andpeople and purpose all on your
shoulders all at the same time.
You have got a big mission, butthe strategy feels fuzzy and
your team is looking at you forclarity that you're not sure you
actually have.
I get it.
It's hard.
I'm Danita Cummins.
(01:13):
I help faith-driven leaderslike you find clarity, align
with your values and lead withconfidence without burning out,
because that's never okay.
If you're ready to get unstuck,lead your team with courage and
to turn that God-given visioninto strategy that really works.
I want us to talk.
Take the free leadershipclarity quiz that I've created
(01:34):
today and I want you to scheduleyour no pressure coaching call,
because together we can uncoverwhat's holding you back and how
to move forward in faith andconfidence.
So here's the pattern I hearfrom leaders every single week.
They have back-to-back meetings, their messages are dinging on
(01:57):
three or more platforms, theyhave this quick check of email,
but it somehow turns into likethis 45 minute detour and they
have a lack of clarity or focuson those tasks that they need to
prioritize in order to get tothe next level or milestone in
this daunting five-yearstrategic plan.
We're all busy all day, I getit, but sometimes we look up and
(02:20):
we realize that the needlemight not be moving on what
actually matters.
Sometimes we look up and werealize that the needle might
not be moving on what actuallymatters.
So let's anchor this with onedata point.
Did you know that taskswitching can burn up to 40% of
your productive time?
That's insane.
40%.
That's the hidden tax on yourleadership.
So let's quantify that In aneight-hour day, that could be
(02:41):
more than three hours that aregone, lost or never to be seen
again.
It's not because you are gone,lost or never to be seen again.
It's not because you're lazy,okay or undisciplined.
So I need you to hear thattoday, because we often tell
ourselves this it must be me,but it's because your brain pays
a toll every time you shiftgears.
So here's the quick truth aboutit You're not multitasking.
(03:01):
When you do that, you'reactually performing something
called micro task switching.
Ever heard of it?
Maybe not, I hadn't, and Iwould pride myself in being the
queen of multitasking.
Micro task switching is whenyour brain is toggling, but it's
not actually doing two thingsat once, because that's not how
(03:23):
it's designed.
So think of it like you'reconstantly changing lanes in
rush hour.
Okay, you feel active becauseyou are, there's energy, but
you're not actually arriving anysooner.
And we've all seen that personwho plays leapfrog in the
traffic line and secretly or notso secretly if you're a verbal
processor like me we say whatdoes this guy think he's doing?
(03:43):
Because he's not getting thereany faster, he's just moving and
he's kind of making a fool ofhimself.
Can you relate this to yourleadership or your time
management tasks?
Nobody wants to look like afool.
I'm not saying we look likefools.
That's not what we're heretoday.
But there is this misconceptionthat I think we all need to
come to terms, in reality, withthat.
We might not actually begetting as much things done as
(04:07):
we think we are, or we might notbe as good at multitasking as
we say we are.
So focus is not about doingless leadership because, again,
we have this massive list, we'reall super busy, we have all of
these things, people are relyingon us, we have responsibilities
(04:31):
for our organizations, so I'mnot telling you just turn it off
and go home, but it is moreabout doing leadership in
sequence, with clarity andrhythm.
If I've had one of those dayswhere I ended up with 80%
progress on five things and nota single task was completed, I
would get a little frustrated,right.
But when I started to go back,look at my schedule, really be
(04:53):
intentional about my time andwhen I started to protect like
two blocks of deep focus work aday, my output jumped and my
stress dropped.
It just did.
Today I'm going to show you howyou can build that rhythm into
your daily life, all right.
So we're going to use thissimple framework called FOCUS.
It's pretty easy.
(05:13):
We love acronyms F-O-C-U-S, sothat shouldn't be too hard to
remember.
But we're going to dig intoeach one and then at the end
I'll give you a little bit ofinformation about some of the
obstacles when I work withleaders that they experience,
because obstacles are real andsome ways you can overcome them.
All right.
So the first one is F.
It's fix your eyes on whatmatters.
(05:35):
Name one outcome for the nextblock of time, and when I say
this I mean outcome, not task.
We're going to talk about thathere and in the next segment.
By the end of this block, Iwill have accomplished X, y, z.
So, for example, you would say,by the end of this block, I
(05:59):
will have a 300-word draft blogfor my next writing block Done,
and that's important.
There's two things in there.
It's 300 words, it's not 3,000.
It's not 3 million, it's 300words and it's a draft and
that's important for laterbecause iteration matters.
Another example would be I'mgoing to write a draft job
description for the accountingposition that we need to hire.
(06:20):
It's a draft accountingposition, very specific, has
great clarity.
I know exactly what I'm goingto be working on.
I know what the outcome needsto be.
Or another one could be.
I want my inbox to be cleanedout with important messages
flagged and my appointmentscheduled on my calendar for the
next two weeks, not forever,just for the next two weeks.
(06:41):
Do you see, the outcome issuper important.
My task that I would just say'mgonna write, or I'm gonna write
this xyz.
But the outcome that I hope toachieve is what's really the
driving force for me todetermine Did I reach my goal or
did I not reach my goal?
So o is obey the rules and therhythms that you've set.
(07:01):
We're going to put a block onour calendar and we're going to
honor it.
The default length should be 50to 90 minutes.
50 to 90 minutes that's kind ofa long time.
90 minutes is a long time,that's deep work.
Shorter is fine if that's whatyou can protect for today.
So this is not an all or noneexercise.
There are some absolute truths,but by and large, most of the
(07:21):
things we do are not all or none.
You know, I can't pray for 45minutes every day, I can't read
my journal or read my Bible andI can't do deep journal work.
So I'm not going to do it atall.
No, that's, that's not what wedo.
You're going to put a block onyour calendar and you're going
to honor it.
50 to 90 minutes, that's ideal,but shorter is fine.
Time is one of your mostprecious assets.
(07:42):
Okay, I don't know if youfigured that out, yet I did.
I don't remember when it was.
There was a shift where Irealized that I valued time more
than I valued money.
Time is a currency, but youcan't buy more of it.
You just can't, right?
My coach says all the time youeither have time or money.
Which one do you have today?
So you have to steward wellyour time just as much as you
(08:05):
steward well your money.
And this isn't about TikTokvideos or chicken banana.
That's not what we're talkingabout here.
We're talking about how do Iuse the time and energy that I
have at my disposal in order tomake the most and have the
greatest impact?
And then the other note, whichI know you've heard a hundred
times, but just to reiteratelike we all have the same amount
of time, we all get the sameamount of hours in a day.
(08:27):
So when you look up and you askany CEO, you ask any leader,
you ask any person who started acompany, who has been
successful in business orleadership or life, and you ask
them how are you able toaccomplish all the things that
you have accomplished in yourlife?
The way they manage and viewtheir time will tell you,
(08:47):
because they hold time with justas great, if not greater,
respect and stewardship thanmoney.
If goals are important to you,then you have to honor the
appointments that you set withyourself, like you would with
anybody else.
So we're gonna put that time onour calendar, we're gonna block
it out, and then we're gonnahold ourselves accountable and
we're gonna honor ourselves.
Then we're going to holdourselves accountable and we're
going to honor ourselves andwe're going to honor the time
(09:07):
that we've set aside For C.
We're going to capture new ideas, but we're not going to chase
them, because if you're anythinglike me, you can have a
thousand ideas in a day.
Maybe I should do this, maybe Ishould do that, maybe not.
I don't.
(09:30):
We want to do and if you'realready doing this, great.
If you have a solution orsystem that you use, you can
drop it in the chat or thecomments, or share or shoot me
an email.
I'd love to hear what works foryou, but we're going to keep a
parking lot of ideas.
So when your brain throws thisshiny new idea and you get
distracted which is completelynormal again, because thoughts
are like clouds, they come andthey go then you want to type it
there and then you want to justkeep going to work.
For me, I use ClickUp.
That's my task managementsystem.
I have a notepad on my deskthat I write down tasks as I'm
(09:53):
in meetings or things, justbecause it works for me and I'm
a writer.
But you can use whatever systemworks for you.
But during this time, whileyou're working on your deep work
tasks, you need to keep alittle parking lot notepad open
and write down those ideas asthey come and they pop up,
because we're trying to focus oncompleting the outcome we set
for the day.
So we want to just make surethat we're staying focused in
(10:13):
that area.
This is the way that I do it.
I have multiple task boards,but I have a task board.
That's things I need to dotoday, today's tasks, and I have
the things for tomorrow taskand I love it because I
regularly review them and I movethem around.
So sometimes they're on thetoday list and they get moved to
the tomorrow list.
If I figure out.
Actually it's not a priority ordoesn't need to get done today.
(10:35):
I have a running list and itallows me to only focus on the
most important tasks that needto be in front of me today, so
my brain doesn't hold those openloops, which is a real thing.
So capture your ideas, but don'tchase them, and if you forget,
that's okay too.
They'll come back.
They almost always do.
And then the?
U is uphold your boundaries,silence your notifications, shut
(10:56):
your email and your chat oh mygosh.
Turn off the TV, if that'ssomething that you do.
If you're leading a team, youneed to set office hours on your
calendar.
The leaders that I work withthat do this very well.
They have scheduled admin time.
Do not schedule.
They have open office hours,even in a virtual company.
I work with a company that is100% virtual.
The leaders in that company areable to engage with 100 plus
(11:20):
employees in multiple differenttime zones.
How do they do that?
They do that with very healthyboundaries and they teach people
how to escalate a truly urgentissue right.
So the greatest lesson that Ihave ever learned for leadership
and life is about settinghealthy boundaries, because we
teach people how to treat us.
So if you say this is my adminblock, but you let people come
(11:43):
in and take that time from youall the time.
Then they learn that thatboundary isn't actually a
boundary.
You teach them how to treat youSuper important.
If there's emergencies, thensomeone should be able to call
you, but everything else canwait, and there are apps on your
phone and there are ways thatyou can do that.
Where you set it up, where youonly have the people who are you
know, that are in your prioritylist, that can only have the
(12:06):
people who are you know, thatare in your priority list, that
can can call and contact you.
Technology, you know, can helpyou do this, um, but you have to
be the one to like implementthose boundaries, um, especially
when you work with a teamenvironment, you have lots of
people coming and going all dayand then the S is steward the
results that God has entrustedto you.
Close each block with a 60second summary.
It's super fast.
(12:26):
It doesn't have to be this biganalytical, you know, experiment
.
You're just going to askyourself what moved the needle,
what's the very next step I needto do, and then you're going to
put that next step on yourcalendar or your task list
before you stand up to take abreak.
Okay, super important.
The same can be true for an endof week roundup, which is a
(12:46):
different topic for a differentday, but the same methodology
works.
So when you get done the end ofyour task and your time, then
you just sit down and you say,okay, what worked, what did I
get done, what do I have stillleft to do, write that down and
then take a break.
Okay, we're gonna build thisright now in execution, which
isn't something that we normallydo on the podcast.
(13:07):
So if you're watching on thevideo, then maybe this will help
you.
But I think it's superimportant for us to walk through
this, and so if you've got tosave this episode and come back
to it at a later date, totallydo that.
But I'm going to walk throughone of these to help you design
your first focus sprint rightnow, and then you'll have a
place to come back to.
So, number one pick your oneoutcome, just one.
(13:29):
Ask yourself what is the singlemost leveraged thing that you
could complete in the next 50 to60 minutes?
One thing, and then choose theitem that reduces the most
uncertainty or it unlocks otherwork and that takes a little bit
of thinking, it takes a littlebit of planning.
Or you can also take the thingthat is the most pressing, that
(13:50):
maybe things are overwhelming.
Sometimes it might be taking anhour to clean your office.
Sometimes it might be sayingyou know what I'm going to take
this next hour and I'm going topack up all that stuff that's in
my bedroom, that's sitting inthe corner, that needs to go to
Goodwill, because every time Iwalk into my bedroom I look in
the corner and I think I shouldgo to Goodwill.
It can be life things.
It doesn't necessarily have tobe, you know, creating a
(14:14):
strategic plan, but find thatone thing that reduces the most
amount of uncertainty in yourlife today and focus on getting
that one thing done.
All right.
Number two is you're going tobreak it up into the first three
steps.
So you're going to write themas A, b, c.
Super simple, right, basicoutline.
But you want to make step A sosmall that's impossible to
(14:37):
resist.
It like opening the documentand writing the first sentence.
It sounds really basic, butprocrastination is really just
our brain trying to protect usfrom a real or perceived threat
of pain.
Okay, it might be real pain,because you might actually
really have to write a documentor you might really have to do
research.
So there is a pain ordiscomfort and your brain is
(15:01):
like we'll do that later, we'lldo that later.
But if you know that, then youhave to be able to break that.
And so the only way to breakthat is to make it the smallest
possible, like least commondenominator that you can
actually accomplish.
And then you get that done.
There's momentum, your bodycelebrates yay endorphins.
And then you get to move to thenext step.
Break it out into as small assteps as possible.
(15:23):
Number three is you're going toprotect the block Again.
You're gonna close your emailand your chat, you're gonna put
your phone on do not disturb.
And if you're in the office,you're gonna put up a quick
little sign that says focussprint until 2.15, call if
urgent.
I guarantee you, if you putsomething like that on your door
the first or second time,people might be like what does
(15:44):
that mean?
Focus sprint?
I don't really know what thatmeans, but most people know how
and genuinely do want to respectother people's boundaries.
So if you teach them over time,hey, this is what I'm working
on.
I'm using focus sprint time toget these things accomplished
that are super important to meand the team.
When you see that note on mydoor, just call me if it's
(16:05):
urgent.
If not, leave me a note or sendme an IM and I will get back to
you after my sprint time isover.
Most people are going to belike, sure, no problem, happy to
help.
Number four is start the timer.
So you're going to work thesteps in order A, b, c again,
super easy.
But when your distractions showup because they are going to
(16:26):
show up you're just going tocapture them in your parking lot
and you're going to go back toyour plan.
That might be one of thehardest things is not to get
distracted.
Email's going to pop in.
That's why we close it.
Im chats are going to go off.
That's why we silence it.
Right, that's just a normalpart of living in a busy,
data-driven, distraction heavyworld.
We all do it.
We have to teach ourselves andtrain ourselves how to block out
(16:49):
those distractions and focus onthe things that we need to
focus on.
Start the timer, work the planand if you get distracted,
that's okay.
Just reset and get back to work.
And then number five you wantto close well Again.
So when the timer buzzes, thenyou want to write one sentence
what moved the needle?
That's it, what moved theneedle and then schedule the
(17:10):
next step.
Leadership isn't a race toeverywhere.
If you see leaders who are verysuccessful, you can see this
model.
They're very focused, they haveclarity and especially
visionary leaders.
It's easy for them to see bigpicture and lots of options and
lots of ideas and lots ofbusinesses they could start and
you know different programs thatthey could offer because
(17:30):
they're visionary leaders.
That's just the nature of ofhow their brains and their
hearts and how, I believe, godhas created them.
Um, they're apostles a of themand they see the world and they
want to make wrong things rightand so, because of that nature
and that gifting, they're ableto see opportunity everywhere.
And it's really hard sometimesfor them, for visionary leaders,
(17:51):
to focus and have clarity, andthat's why we have founders and
visionary leaders.
And then we have operators andwe have implementers and we have
people who actually, you know,build the systems and processes,
because those are twocompletely different skills.
But there's no book that tellsyou that leadership is a race to
everywhere.
It's just not.
In Proverbs 4, 25 and 26,.
(18:11):
It says let your eyes lookdirectly forward and your gaze
be straight before you andponder the path of your feet.
Then all your ways will be sure.
My husband and I live in theoutskirts, if you will, of the
Uari National Forest.
So if you have or haven't beento our house, it's surrounded by
pine trees and we have trailsand walking paths that he's
(18:33):
created for us to go out intothe woods, but they are not
level paths.
You know, this isn't a suburbiasidewalk.
I mean, there are holes andthere are ravines and there are
all kinds of things, and so whenwe walk we have to look pretty
much right down in front of ourfeet.
I spend a lot of time with awalking stick in one hand and
(18:53):
looking down right past where myfeet are heading, because I
don't wanna fall, I don't wannahurt myself as I'm getting older
, and that's the image thatcomes to mind when I read those
verses and I think about clarityand leadership and multitasking
.
The verse says let your eyeslook directly forward and your
gaze be straight before you.
Okay, I get that.
(19:13):
I'm walking this path.
I don't know what's in front ofme, I don't know if there's a
pine cone or a tree down.
So I have to be very diligentand intentional about where I'm
going.
And then I'm pondering the pathof my feet, because then all of
my ways are going to be sure.
And I think that's an importantpart for today, because we
should ponder the path of yourfeet.
(19:34):
If you are working, working,working, and you're going a
certain place and you look upafter 5, 10, 15 years or 5, 10,
15 months and you're like, whereare we going, right, how do we
get here?
Then it's an important part ofreflection and stewardship and
God calls us all to do that, tobe good stewards of the gifts
that he's given us.
And focus is a spiritualpractice, like choosing
(19:58):
faithfulness over frenzy.
Focus, clarity, peace, all ofthose things they are rooted in
a deep spiritual practice, ifyou can see the connection
between them.
So ask the Lord what's the workyou're entrusting to me in this
moment?
And then do that fully.
I had a person on our boardgive me really great advice one
(20:18):
time and she said you pray overyour schedule and the Lord
controls your calendar.
The Lord controls your calendar.
And so you surrender and say,okay, what is the work that you
have entrusted me to do in thismoment, and I will do that to
the best of my ability.
Here are a few obstacles thatyou may experience as you're
(20:39):
trying to do this.
Here's a few recommendations onhow you can navigate these
obstacles.
Okay, so the first one that Ihear sometimes from my coaching
clients is yeah, but Danita, myteam interrupts me.
So what am I supposed to do?
Well, you set daily officehours for questions, you use a
simple intake form or a shareddoc for non-urgent requests and
(21:00):
you teach them the RACI, whichis how we think about
responsibility.
You want them to think who'sresponsible right now, what's
truly urgent right now versuswhat's important?
Do I need to be responsible fordoing that task, solving that
task, managing that task, or doyou just need to inform me that
(21:20):
that task or that decision wasmade at a later date?
We want to equip and empowerthe people that we serve with
that we lead, and that looksdifferent for each team, but
there are frameworks that canhelp you do basic things, where
we talk about delegation andempowering our teams.
So if your teams are coming toyou with lots of questions and
(21:40):
they're interrupting you, thenthe question you should ask
yourself is have I empoweredthem enough, do they have
clarity in order for them to beable to do the job that they're
asking to do, and do I need toencourage them more?
Do I need to provide additionalguidance and feedback, or can I
set up some of these systemsthat will allow them to put
(22:01):
their questions where they needthem and then know that I'll
respond to them in anappropriate time?
The second one that my coachingclients often say is my role is
reactive.
We talk a lot about planningstrategy and organizational
growth, but then we feel likeour days are just filled with
reaction.
So I'd love to have time toplan forward, but the reality is
I don't ever get there.
(22:21):
So here are a couple ofrecommendations.
Start with one 25 minute blockof admin time.
I recommend it first thing inthe morning.
That's what I do.
I have admin block on myschedule every morning to go
through.
Look at my schedule, my emails,my plan for the day, my
calendar.
What do I need to do, what camein last night, what has changed
and where do I need to go, andwhat are my goals and objectives
(22:43):
for the day.
It literally changes the gamefor me every single day because
I have so many differentcompeting priorities that are
coming in and I just can'tmanage those in my head.
So start with a planning block.
And then the second one is useit for planning or deep thinking
, because even one protectedblock can change your day's
trajectory it truly can.
(23:04):
And then the last example iswell, that sounds really great,
danita, but I lose focus after20 minutes, like I just can't
focus.
So try this 25-5.
Do like two rounds, do a littlebit and then take a break.
Stand up, take a break, getsome water, stretch, breathe and
then come back to it.
There are different ways tobreak up the time so you can
(23:26):
still accomplish goals, but itdoesn't have to be in this like
very linear, rigid fashion.
So those are just threeexamples of some of the
challenges that my coachingclients have and that I've
personally experienced, and someways that we navigate around
those daily distractions.
I'm going to give you tworesources that I hope that will
help you deepen your practice.
The first one is the book DeepWork by Cal Newport.
(23:47):
It is a masterclass onattention and high value output.
If you haven't had a chance tograb it, you totally should.
And then the focus on thispodcast.
So they give practical weeklytips for planning and
prioritizing.
Again, depending upon whatmedium you like to receive
knowledge and information, youcan definitely put both of those
resources on your to-do listand you can maybe see if you can
(24:10):
get some other tools and tipsthat are going to work for you.
Remember that your taskswitching taxes your time up to
40%.
That's not okay.
We need as much time as we canpossibly have in our life.
Focus is sequential, it's notsimultaneous.
So, again, we've got to breakdown this myth, or this
misbelief, that multitasking isthe way to go, and we're going
(24:31):
to use focus the acronym, andwe're going to run one focus
sprint today.
That's your homework.
One sprint today.
It can be little again, but tryit out just at least one time.
And then you're going to endevery sprint by stewarding the
results with a one sentencesummary and your next actions.
Remember that is so superimportant.
(24:52):
If you would like help designinga focus sprint for your week,
dialed to your specific seasonand your team, then I would love
to walk you through my90-minute clarity session.
We would identify your topoutcomes, we would map your
ideal week and set healthyguardrails so you can breathe
and find the peace you deserveto have in your leadership
journey.
I do totally believe way deepdown in my heart that God
(25:16):
understands the call and theresponsibilities that you carry
in life.
I just do.
I believe that he understandsyour needs and your heart's
desires, and our job is to findthe tools and the rhythms to
sort through the chaos of theday, as well as we need to find
the time to steward our energyand our resources.
Both of those things are socritical for us to be able to
(25:39):
have a faith-driven and apeace-filled life, which I truly
believe is what we're allsearching for at the end of the
day anyway.
So if your days feel scatteredand you're constantly spinning,
remember that task switching cansteal nearly 40% of your time.
So by reclaiming focus throughsprints and boundaries, you'll
see a massive gain in clarity.
I truly believe that of gainand clarity.
(26:08):
I truly believe that.
And don't forget, for moredetails or additional resources,
check out deep work by CalNewport or the focus on this
podcast.
And if you want hands on helpdesigning a focus sprint for
your leadership rhythm book, aclarity session with me today.
Just visit dennydocumminscomfor details.
Later this month I'm going tobe releasing a few special
episodes with my co-founder andmy husband, as we discuss our
founder journey with our newcompany, sinewave, and we're
(26:30):
going to talk about how we havebeen trying to steward our
marriage and our mission asfaith-driven leaders, and we're
going to share some of thelessons we've learned along this
crazy tech startup journey.
So stay tuned for that.
Please don't forget to like andsubscribe and share this episode
with a friend, or with fivefriends, and always let me know
if there are things that aregoing on in your leadership
(26:52):
challenges.
I'd love to hear about them andwe can definitely incorporate
them into the coaching segmentsfor the podcast.
And please always remember tokeep showing up every day, even
when it hurts, because youmatter.
Okay, friend, I hope you havean amazing day.
I'll see you later.
Have you ever finished a day of work
completely exhausted and yetwondered what did I actually
accomplish today?
Chances are you've been caughtin the trap of doing too many
things at once, so today we'regoing to talk about why
multitasking is actuallystealing nearly half of your
productive time and how you canstop the spin.
Hey friends, welcome back toEntrusted to Lead.
(00:28):
I'm your host, danita Cummins,coach, consultant and fellow
faith traveler who's learning tolead with clarity and peace.
Just like you, if your brainfeels like 14 tabs are open and
a Spotify playlist is playingfrom somewhere that you can't
find or stop it, then thisepisode is especially for you.
So grab your cup of coffee andlet's get started.
(00:53):
Leadership can feel really heavysometimes, especially when
you're carrying a vision andpeople and purpose all on your
shoulders all at the same time.
You have got a big mission, butthe strategy feels fuzzy and
your team is looking at you forclarity that you're not sure you
actually have.
I get it.
It's hard.
I'm Danita Cummins.
(01:13):
I help faith-driven leaderslike you find clarity, align
with your values and lead withconfidence without burning out,
because that's never okay.
If you're ready to get unstuck,lead your team with courage and
to turn that God-given visioninto strategy that really works.
I want us to talk.
Take the free leadershipclarity quiz that I've created
(01:34):
today and I want you to scheduleyour no pressure coaching call,
because together we can uncoverwhat's holding you back and how
to move forward in faith andconfidence.
So here's the pattern I hearfrom leaders every single week.
They have back-to-back meetings, their messages are dinging on
(01:57):
three or more platforms, theyhave this quick check of email,
but it somehow turns into likethis 45 minute detour and they
have a lack of clarity or focuson those tasks that they need to
prioritize in order to get tothe next level or milestone in
this daunting five-yearstrategic plan.
We're all busy all day, I getit, but sometimes we look up and
(02:20):
we realize that the needlemight not be moving on what
actually matters.
Sometimes we look up and werealize that the needle might
not be moving on what actuallymatters.
So let's anchor this with onedata point.
Did you know that taskswitching can burn up to 40% of
your productive time?
That's insane.
40%.
That's the hidden tax on yourleadership.
So let's quantify that In aneight-hour day, that could be
(02:41):
more than three hours that aregone, lost or never to be seen
again.
It's not because you are gone,lost or never to be seen again.
It's not because you're lazy,okay or undisciplined.
So I need you to hear thattoday, because we often tell
ourselves this it must be me,but it's because your brain pays
a toll every time you shiftgears.
So here's the quick truth aboutit You're not multitasking.
(03:01):
When you do that, you'reactually performing something
called micro task switching.
Ever heard of it?
Maybe not, I hadn't, and Iwould pride myself in being the
queen of multitasking.
Micro task switching is whenyour brain is toggling, but it's
not actually doing two thingsat once, because that's not how
(03:23):
it's designed.
So think of it like you'reconstantly changing lanes in
rush hour.
Okay, you feel active becauseyou are, there's energy, but
you're not actually arriving anysooner.
And we've all seen that personwho plays leapfrog in the
traffic line and secretly or notso secretly if you're a verbal
processor like me we say whatdoes this guy think he's doing?
(03:43):
Because he's not getting thereany faster, he's just moving and
he's kind of making a fool ofhimself.
Can you relate this to yourleadership or your time
management tasks?
Nobody wants to look like afool.
I'm not saying we look likefools.
That's not what we're heretoday.
But there is this misconceptionthat I think we all need to
come to terms, in reality, withthat.
We might not actually begetting as much things done as
(04:07):
we think we are, or we might notbe as good at multitasking as
we say we are.
So focus is not about doingless leadership because, again,
we have this massive list, we'reall super busy, we have all of
these things, people are relyingon us, we have responsibilities
(04:31):
for our organizations, so I'mnot telling you just turn it off
and go home, but it is moreabout doing leadership in
sequence, with clarity andrhythm.
If I've had one of those dayswhere I ended up with 80%
progress on five things and nota single task was completed, I
would get a little frustrated,right.
But when I started to go back,look at my schedule, really be
(04:53):
intentional about my time andwhen I started to protect like
two blocks of deep focus work aday, my output jumped and my
stress dropped.
It just did.
Today I'm going to show you howyou can build that rhythm into
your daily life, all right.
So we're going to use thissimple framework called FOCUS.
It's pretty easy.
(05:13):
We love acronyms F-O-C-U-S, sothat shouldn't be too hard to
remember.
But we're going to dig intoeach one and then at the end
I'll give you a little bit ofinformation about some of the
obstacles when I work withleaders that they experience,
because obstacles are real andsome ways you can overcome them.
All right.
So the first one is F.
It's fix your eyes on whatmatters.
(05:35):
Name one outcome for the nextblock of time, and when I say
this I mean outcome, not task.
We're going to talk about thathere and in the next segment.
By the end of this block, Iwill have accomplished X, y, z.
So, for example, you would say,by the end of this block, I
(05:59):
will have a 300-word draft blogfor my next writing block Done,
and that's important.
There's two things in there.
It's 300 words, it's not 3,000.
It's not 3 million, it's 300words and it's a draft and
that's important for laterbecause iteration matters.
Another example would be I'mgoing to write a draft job
description for the accountingposition that we need to hire.
(06:20):
It's a draft accountingposition, very specific, has
great clarity.
I know exactly what I'm goingto be working on.
I know what the outcome needsto be.
Or another one could be.
I want my inbox to be cleanedout with important messages
flagged and my appointmentscheduled on my calendar for the
next two weeks, not forever,just for the next two weeks.
(06:41):
Do you see, the outcome issuper important.
My task that I would just say'mgonna write, or I'm gonna write
this xyz.
But the outcome that I hope toachieve is what's really the
driving force for me todetermine Did I reach my goal or
did I not reach my goal?
So o is obey the rules and therhythms that you've set.
(07:01):
We're going to put a block onour calendar and we're going to
honor it.
The default length should be 50to 90 minutes.
50 to 90 minutes that's kind ofa long time.
90 minutes is a long time,that's deep work.
Shorter is fine if that's whatyou can protect for today.
So this is not an all or noneexercise.
There are some absolute truths,but by and large, most of the
(07:21):
things we do are not all or none.
You know, I can't pray for 45minutes every day, I can't read
my journal or read my Bible andI can't do deep journal work.
So I'm not going to do it atall.
No, that's, that's not what wedo.
You're going to put a block onyour calendar and you're going
to honor it.
50 to 90 minutes, that's ideal,but shorter is fine.
Time is one of your mostprecious assets.
(07:42):
Okay, I don't know if youfigured that out, yet I did.
I don't remember when it was.
There was a shift where Irealized that I valued time more
than I valued money.
Time is a currency, but youcan't buy more of it.
You just can't, right?
My coach says all the time youeither have time or money.
Which one do you have today?
So you have to steward wellyour time just as much as you
(08:05):
steward well your money.
And this isn't about TikTokvideos or chicken banana.
That's not what we're talkingabout here.
We're talking about how do Iuse the time and energy that I
have at my disposal in order tomake the most and have the
greatest impact?
And then the other note, whichI know you've heard a hundred
times, but just to reiteratelike we all have the same amount
of time, we all get the sameamount of hours in a day.
(08:27):
So when you look up and you askany CEO, you ask any leader,
you ask any person who started acompany, who has been
successful in business orleadership or life, and you ask
them how are you able toaccomplish all the things that
you have accomplished in yourlife?
The way they manage and viewtheir time will tell you,
(08:47):
because they hold time with justas great, if not greater,
respect and stewardship thanmoney.
If goals are important to you,then you have to honor the
appointments that you set withyourself, like you would with
anybody else.
So we're gonna put that time onour calendar, we're gonna block
it out, and then we're gonnahold ourselves accountable and
we're gonna honor ourselves.
Then we're going to holdourselves accountable and we're
going to honor ourselves andwe're going to honor the time
(09:07):
that we've set aside For C.
We're going to capture new ideas, but we're not going to chase
them, because if you're anythinglike me, you can have a
thousand ideas in a day.
Maybe I should do this, maybe Ishould do that, maybe not.
I don't.
(09:30):
We want to do and if you'realready doing this, great.
If you have a solution orsystem that you use, you can
drop it in the chat or thecomments, or share or shoot me
an email.
I'd love to hear what works foryou, but we're going to keep a
parking lot of ideas.
So when your brain throws thisshiny new idea and you get
distracted which is completelynormal again, because thoughts
are like clouds, they come andthey go then you want to type it
there and then you want to justkeep going to work.
For me, I use ClickUp.
That's my task managementsystem.
I have a notepad on my deskthat I write down tasks as I'm
(09:53):
in meetings or things, justbecause it works for me and I'm
a writer.
But you can use whatever systemworks for you.
But during this time, whileyou're working on your deep work
tasks, you need to keep alittle parking lot notepad open
and write down those ideas asthey come and they pop up,
because we're trying to focus oncompleting the outcome we set
for the day.
So we want to just make surethat we're staying focused in
(10:13):
that area.
This is the way that I do it.
I have multiple task boards,but I have a task board.
That's things I need to dotoday, today's tasks, and I have
the things for tomorrow taskand I love it because I
regularly review them and I movethem around.
So sometimes they're on thetoday list and they get moved to
the tomorrow list.
If I figure out.
Actually it's not a priority ordoesn't need to get done today.
(10:35):
I have a running list and itallows me to only focus on the
most important tasks that needto be in front of me today, so
my brain doesn't hold those openloops, which is a real thing.
So capture your ideas, but don'tchase them, and if you forget,
that's okay too.
They'll come back.
They almost always do.
And then the?
U is uphold your boundaries,silence your notifications, shut
(10:56):
your email and your chat oh mygosh.
Turn off the TV, if that'ssomething that you do.
If you're leading a team, youneed to set office hours on your
calendar.
The leaders that I work withthat do this very well.
They have scheduled admin time.
Do not schedule.
They have open office hours,even in a virtual company.
I work with a company that is100% virtual.
The leaders in that company areable to engage with 100 plus
(11:20):
employees in multiple differenttime zones.
How do they do that?
They do that with very healthyboundaries and they teach people
how to escalate a truly urgentissue right.
So the greatest lesson that Ihave ever learned for leadership
and life is about settinghealthy boundaries, because we
teach people how to treat us.
So if you say this is my adminblock, but you let people come
(11:43):
in and take that time from youall the time.
Then they learn that thatboundary isn't actually a
boundary.
You teach them how to treat youSuper important.
If there's emergencies, thensomeone should be able to call
you, but everything else canwait, and there are apps on your
phone and there are ways thatyou can do that.
Where you set it up, where youonly have the people who are you
know, that are in your prioritylist, that can only have the
(12:06):
people who are you know, thatare in your priority list, that
can can call and contact you.
Technology, you know, can helpyou do this, um, but you have to
be the one to like implementthose boundaries, um, especially
when you work with a teamenvironment, you have lots of
people coming and going all dayand then the S is steward the
results that God has entrustedto you.
Close each block with a 60second summary.
It's super fast.
(12:26):
It doesn't have to be this biganalytical, you know, experiment
.
You're just going to askyourself what moved the needle,
what's the very next step I needto do, and then you're going to
put that next step on yourcalendar or your task list
before you stand up to take abreak.
Okay, super important.
The same can be true for an endof week roundup, which is a
(12:46):
different topic for a differentday, but the same methodology
works.
So when you get done the end ofyour task and your time, then
you just sit down and you say,okay, what worked, what did I
get done, what do I have stillleft to do, write that down and
then take a break.
Okay, we're gonna build thisright now in execution, which
isn't something that we normallydo on the podcast.
(13:07):
So if you're watching on thevideo, then maybe this will help
you.
But I think it's superimportant for us to walk through
this, and so if you've got tosave this episode and come back
to it at a later date, totallydo that.
But I'm going to walk throughone of these to help you design
your first focus sprint rightnow, and then you'll have a
place to come back to.
So, number one pick your oneoutcome, just one.
(13:29):
Ask yourself what is the singlemost leveraged thing that you
could complete in the next 50 to60 minutes?
One thing, and then choose theitem that reduces the most
uncertainty or it unlocks otherwork and that takes a little bit
of thinking, it takes a littlebit of planning.
Or you can also take the thingthat is the most pressing, that
(13:50):
maybe things are overwhelming.
Sometimes it might be taking anhour to clean your office.
Sometimes it might be sayingyou know what I'm going to take
this next hour and I'm going topack up all that stuff that's in
my bedroom, that's sitting inthe corner, that needs to go to
Goodwill, because every time Iwalk into my bedroom I look in
the corner and I think I shouldgo to Goodwill.
It can be life things.
It doesn't necessarily have tobe, you know, creating a
(14:14):
strategic plan, but find thatone thing that reduces the most
amount of uncertainty in yourlife today and focus on getting
that one thing done.
All right.
Number two is you're going tobreak it up into the first three
steps.
So you're going to write themas A, b, c.
Super simple, right, basicoutline.
But you want to make step A sosmall that's impossible to
(14:37):
resist.
It like opening the documentand writing the first sentence.
It sounds really basic, butprocrastination is really just
our brain trying to protect usfrom a real or perceived threat
of pain.
Okay, it might be real pain,because you might actually
really have to write a documentor you might really have to do
research.
So there is a pain ordiscomfort and your brain is
(15:01):
like we'll do that later, we'lldo that later.
But if you know that, then youhave to be able to break that.
And so the only way to breakthat is to make it the smallest
possible, like least commondenominator that you can
actually accomplish.
And then you get that done.
There's momentum, your bodycelebrates yay endorphins.
And then you get to move to thenext step.
Break it out into as small assteps as possible.
(15:23):
Number three is you're going toprotect the block Again.
You're gonna close your emailand your chat, you're gonna put
your phone on do not disturb.
And if you're in the office,you're gonna put up a quick
little sign that says focussprint until 2.15, call if
urgent.
I guarantee you, if you putsomething like that on your door
the first or second time,people might be like what does
(15:44):
that mean?
Focus sprint?
I don't really know what thatmeans, but most people know how
and genuinely do want to respectother people's boundaries.
So if you teach them over time,hey, this is what I'm working
on.
I'm using focus sprint time toget these things accomplished
that are super important to meand the team.
When you see that note on mydoor, just call me if it's
(16:05):
urgent.
If not, leave me a note or sendme an IM and I will get back to
you after my sprint time isover.
Most people are going to belike, sure, no problem, happy to
help.
Number four is start the timer.
So you're going to work thesteps in order A, b, c again,
super easy.
But when your distractions showup because they are going to
(16:26):
show up you're just going tocapture them in your parking lot
and you're going to go back toyour plan.
That might be one of thehardest things is not to get
distracted.
Email's going to pop in.
That's why we close it.
Im chats are going to go off.
That's why we silence it.
Right, that's just a normalpart of living in a busy,
data-driven, distraction heavyworld.
We all do it.
We have to teach ourselves andtrain ourselves how to block out
(16:49):
those distractions and focus onthe things that we need to
focus on.
Start the timer, work the planand if you get distracted,
that's okay.
Just reset and get back to work.
And then number five you wantto close well Again.
So when the timer buzzes, thenyou want to write one sentence
what moved the needle?
That's it, what moved theneedle and then schedule the
(17:10):
next step.
Leadership isn't a race toeverywhere.
If you see leaders who are verysuccessful, you can see this
model.
They're very focused, they haveclarity and especially
visionary leaders.
It's easy for them to see bigpicture and lots of options and
lots of ideas and lots ofbusinesses they could start and
you know different programs thatthey could offer because
(17:30):
they're visionary leaders.
That's just the nature of ofhow their brains and their
hearts and how, I believe, godhas created them.
Um, they're apostles a of themand they see the world and they
want to make wrong things rightand so, because of that nature
and that gifting, they're ableto see opportunity everywhere.
And it's really hard sometimesfor them, for visionary leaders,
(17:51):
to focus and have clarity, andthat's why we have founders and
visionary leaders.
And then we have operators andwe have implementers and we have
people who actually, you know,build the systems and processes,
because those are twocompletely different skills.
But there's no book that tellsyou that leadership is a race to
everywhere.
It's just not.
In Proverbs 4, 25 and 26,.
(18:11):
It says let your eyes lookdirectly forward and your gaze
be straight before you andponder the path of your feet.
Then all your ways will be sure.
My husband and I live in theoutskirts, if you will, of the
Uari National Forest.
So if you have or haven't beento our house, it's surrounded by
pine trees and we have trailsand walking paths that he's
(18:33):
created for us to go out intothe woods, but they are not
level paths.
You know, this isn't a suburbiasidewalk.
I mean, there are holes andthere are ravines and there are
all kinds of things, and so whenwe walk we have to look pretty
much right down in front of ourfeet.
I spend a lot of time with awalking stick in one hand and
(18:53):
looking down right past where myfeet are heading, because I
don't wanna fall, I don't wannahurt myself as I'm getting older
, and that's the image thatcomes to mind when I read those
verses and I think about clarityand leadership and multitasking
.
The verse says let your eyeslook directly forward and your
gaze be straight before you.
Okay, I get that.
(19:13):
I'm walking this path.
I don't know what's in front ofme, I don't know if there's a
pine cone or a tree down.
So I have to be very diligentand intentional about where I'm
going.
And then I'm pondering the pathof my feet, because then all of
my ways are going to be sure.
And I think that's an importantpart for today, because we
should ponder the path of yourfeet.
(19:34):
If you are working, working,working, and you're going a
certain place and you look upafter 5, 10, 15 years or 5, 10,
15 months and you're like, whereare we going, right, how do we
get here?
Then it's an important part ofreflection and stewardship and
God calls us all to do that, tobe good stewards of the gifts
that he's given us.
And focus is a spiritualpractice, like choosing
(19:58):
faithfulness over frenzy.
Focus, clarity, peace, all ofthose things they are rooted in
a deep spiritual practice, ifyou can see the connection
between them.
So ask the Lord what's the workyou're entrusting to me in this
moment?
And then do that fully.
I had a person on our boardgive me really great advice one
(20:18):
time and she said you pray overyour schedule and the Lord
controls your calendar.
The Lord controls your calendar.
And so you surrender and say,okay, what is the work that you
have entrusted me to do in thismoment, and I will do that to
the best of my ability.
Here are a few obstacles thatyou may experience as you're
(20:39):
trying to do this.
Here's a few recommendations onhow you can navigate these
obstacles.
Okay, so the first one that Ihear sometimes from my coaching
clients is yeah, but Danita, myteam interrupts me.
So what am I supposed to do?
Well, you set daily officehours for questions, you use a
simple intake form or a shareddoc for non-urgent requests and
(21:00):
you teach them the RACI, whichis how we think about
responsibility.
You want them to think who'sresponsible right now, what's
truly urgent right now versuswhat's important?
Do I need to be responsible fordoing that task, solving that
task, managing that task, or doyou just need to inform me that
(21:20):
that task or that decision wasmade at a later date?
We want to equip and empowerthe people that we serve with
that we lead, and that looksdifferent for each team, but
there are frameworks that canhelp you do basic things, where
we talk about delegation andempowering our teams.
So if your teams are coming toyou with lots of questions and
(21:40):
they're interrupting you, thenthe question you should ask
yourself is have I empoweredthem enough, do they have
clarity in order for them to beable to do the job that they're
asking to do, and do I need toencourage them more?
Do I need to provide additionalguidance and feedback, or can I
set up some of these systemsthat will allow them to put
(22:01):
their questions where they needthem and then know that I'll
respond to them in anappropriate time?
The second one that my coachingclients often say is my role is
reactive.
We talk a lot about planningstrategy and organizational
growth, but then we feel likeour days are just filled with
reaction.
So I'd love to have time toplan forward, but the reality is
I don't ever get there.
(22:21):
So here are a couple ofrecommendations.
Start with one 25 minute blockof admin time.
I recommend it first thing inthe morning.
That's what I do.
I have admin block on myschedule every morning to go
through.
Look at my schedule, my emails,my plan for the day, my
calendar.
What do I need to do, what camein last night, what has changed
and where do I need to go, andwhat are my goals and objectives
(22:43):
for the day.
It literally changes the gamefor me every single day because
I have so many differentcompeting priorities that are
coming in and I just can'tmanage those in my head.
So start with a planning block.
And then the second one is useit for planning or deep thinking
, because even one protectedblock can change your day's
trajectory it truly can.
(23:04):
And then the last example iswell, that sounds really great,
danita, but I lose focus after20 minutes, like I just can't
focus.
So try this 25-5.
Do like two rounds, do a littlebit and then take a break.
Stand up, take a break, getsome water, stretch, breathe and
then come back to it.
There are different ways tobreak up the time so you can
(23:26):
still accomplish goals, but itdoesn't have to be in this like
very linear, rigid fashion.
So those are just threeexamples of some of the
challenges that my coachingclients have and that I've
personally experienced, and someways that we navigate around
those daily distractions.
I'm going to give you tworesources that I hope that will
help you deepen your practice.
The first one is the book DeepWork by Cal Newport.
(23:47):
It is a masterclass onattention and high value output.
If you haven't had a chance tograb it, you totally should.
And then the focus on thispodcast.
So they give practical weeklytips for planning and
prioritizing.
Again, depending upon whatmedium you like to receive
knowledge and information, youcan definitely put both of those
resources on your to-do listand you can maybe see if you can
(24:10):
get some other tools and tipsthat are going to work for you.
Remember that your taskswitching taxes your time up to
40%.
That's not okay.
We need as much time as we canpossibly have in our life.
Focus is sequential, it's notsimultaneous.
So, again, we've got to breakdown this myth, or this
misbelief, that multitasking isthe way to go, and we're going
(24:31):
to use focus the acronym, andwe're going to run one focus
sprint today.
That's your homework.
One sprint today.
It can be little again, but tryit out just at least one time.
And then you're going to endevery sprint by stewarding the
results with a one sentencesummary and your next actions.
Remember that is so superimportant.
(24:52):
If you would like help designinga focus sprint for your week,
dialed to your specific seasonand your team, then I would love
to walk you through my90-minute clarity session.
We would identify your topoutcomes, we would map your
ideal week and set healthyguardrails so you can breathe
and find the peace you deserveto have in your leadership
journey.
I do totally believe way deepdown in my heart that God
(25:16):
understands the call and theresponsibilities that you carry
in life.
I just do.
I believe that he understandsyour needs and your heart's
desires, and our job is to findthe tools and the rhythms to
sort through the chaos of theday, as well as we need to find
the time to steward our energyand our resources.
Both of those things are socritical for us to be able to
(25:39):
have a faith-driven and apeace-filled life, which I truly
believe is what we're allsearching for at the end of the
day anyway.
So if your days feel scatteredand you're constantly spinning,
remember that task switching cansteal nearly 40% of your time.
So by reclaiming focus throughsprints and boundaries, you'll
see a massive gain in clarity.
I truly believe that of gainand clarity.
(26:08):
I truly believe that.
And don't forget, for moredetails or additional resources,
check out deep work by CalNewport or the focus on this
podcast.
And if you want hands on helpdesigning a focus sprint for
your leadership rhythm book, aclarity session with me today.
Just visit dennydocumminscomfor details.
Later this month I'm going tobe releasing a few special
episodes with my co-founder andmy husband, as we discuss our
founder journey with our newcompany, sinewave, and we're
(26:30):
going to talk about how we havebeen trying to steward our
marriage and our mission asfaith-driven leaders, and we're
going to share some of thelessons we've learned along this
crazy tech startup journey.
So stay tuned for that.
Please don't forget to like andsubscribe and share this episode
with a friend, or with fivefriends, and always let me know
if there are things that aregoing on in your leadership
(26:52):
challenges.
I'd love to hear about them andwe can definitely incorporate
them into the coaching segmentsfor the podcast.
And please always remember tokeep showing up every day, even
when it hurts, because youmatter.
Okay, friend, I hope you havean amazing day.
I'll see you later.
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