You've tried the time-blocking. You've taken the vacations. You've said no more often and restructured your week. And you're still exhausted. That's because burnout was never really about your calendar to begin with.

In this episode of BizBlend, host Sana sits down with Garrett Wood, founder of Gnosis Therapy, to explore what's actually happening underneath professional burnout — the unprocessed emotions, the identity tied to a job title, the mask that high performers wear so well that even the people closest to them can't see the cracks forming. This is a conversation about sustainable business growth, and the cost of building it without knowing yourself first.

About the Guest:

Garrett Wood is the founder of Gnosis Therapy and a National Board Certified Health and Wellness Coach, Clinical Hypnotherapist, and Executive Functioning Specialist. With nearly two decades of experience, he works with high-achieving, high-masking professionals — executives, entrepreneurs, and leaders — helping them move from burnout to breakthrough through a deeply personalised, science-backed approach.

Key Takeaways:

• Burnout isn't caused by doing too much. Early research on ICU nurses showed that the real driver was unprocessed emotion and the effort of maintaining a professional mask, not workload alone. The fix has to match the actual problem.
• Productivity advice is not one-size-fits-all. Strategies like "eat the frog" work brilliantly for some and completely derail others. Knowing your own executive functioning strengths is the first step to building a work style that actually holds.
• When your identity lives inside your job title, losing that role can feel like losing yourself. High performers who build their entire sense of worth around their work are the most vulnerable when things shift.
• Masking accelerates burnout. The more skilled someone is at hiding their struggle, the wider the gap grows between how they appear and how they actually feel. That gap costs energy, slowly and silently.
• Burnout recovery depends on "goodness of fit." Garrett's seven-domain model looks at whether the environment, relationships, sensory needs, subconscious beliefs, values, and executive functioning of a person actually align with the demands of their role. The bigger the gap, the higher the burnout risk.
• Compassion that flows outward but never inward is a burnout pattern. Many leaders are deeply caring of their teams but have genuinely never considered turning that same care toward themselves.

Connect With Garrett Wood:

Garrett mentioned these platforms during the episode:

• LinkedIn: linkedin.com/in/gnosistherapy
• Instagram: @gnosistherapy
• Website: gnosistherapy.com

Episode Chapters:

[00:00] Opening: Is Burnout Really a Scheduling Problem? — Sana challenges the most common framing of burnout before the conversation even begins

[04:23] Welcome to BizBlend — Show intro, guest introduction, and the topic of the day

[06:50] Garrett's Personal Story with Burnout — How a colleague's tragic death changed the way Garrett understood exhaustion

[12:10] The 1974 ICU Nurse Study — Where the modern understanding of burnout actually began, and what the researchers discovered that surprised everyone

[17:20] Why Generic Productivity Advice Can Make Things Worse — Executive functioning differences and why "eat the frog" isn't universal wisdom

[21:08] High-Achieving, High-Masking: What That Really Means — The hidden cost of performing competence when you're quietly falling apart

[26:15] The Seven-Domain Fit Model — How environment, relationships, values, sensory needs, and subconscious beliefs determine whether someone burns out or thrives

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Sana: We have been told that burnout is probably Scheduling problem.

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Sana: I mean, you're doing a lot.

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Sana: Maybe you're not planning at everything.

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Sana: properly.

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Sana: That if you just block more white space.

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Sana: Maybe you take a proper vacation, or you finally get on top of your to-do list.

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Sana: You'll feel better, yeah.

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Sana: But then… Just imagine, listeners, what if…

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Sana: That's only ever been a band-aid.

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Sana: What if burnout isn't something you can calendar your way out?

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Sana: Because it was never just about time in the first place.

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Sana: Yeah, that's an interesting question, right, listeners? Well, today we are going to talk about what's actually happening underneath the exhaustion, and what it looks like to address it at the root.

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Sana: So welcome back, listeners, to BizBlend, part of the Healthy Mind by Avik Network, where we talk about growing our business.

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Sana: Without losing yourself in the process.

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Sana: I'm Sanay your host and listeners. Today, I'm joined by someone. Well, let me share a bit about him. He's the founder of Gnosis Therapy, National Board Certified Health and Wellness Coach. He's a clinical hypnotherapist. He's also executive functioning specialist with nearly

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Sana: two decades of experience helping high-achieving professionals move from burnout to breakthrough. So, listeners, meet my incredible guest, Garrett Wood. Garrett, welcome to the show, and I'm really, really honored having you here with us.

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Garrett Wood: I'm so excited to be here, thanks for having me, Sana.

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Sana: Okay, Garrett, before we begin, I mean, yeah, I mean, we, we say that, you know, we, we often,

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Sana: Just celebrate the… the achievements, the titles, the role, but…

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Sana: I still, you know, I mean, 20 years of experience.

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Sana: It's a lot of, you know, enriching experience in there, so thank you so much, first of all, for being here, and secondly, for bringing up this topic for all of us.

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Garrett Wood: Thank you. I'm so excited to be here and talk about burnout and how it relates to…

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Garrett Wood: You know, some of those misconceptions that we might have about it.

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Sana: Absolutely, absolutely. Okay, Garrett, let's, let's start with, you know…

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Sana: a bit of a personal question. I would love to know, and I believe our listeners, they would also love to know what brought you personally to this space, you know, because the people

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Sana: I mean, most people who dedicate their lives to helping others with burnout.

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Sana: they have usually been through something themselves. So yeah, what's the story with it?

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Garrett Wood: Oh, yeah, my story with burnout, personally, has been…

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Garrett Wood: you know, there's a quote that is by Hunter S. Thompson that goes something like, the person who knows where the line is, is the person who's crossed it, you know, one too many times, and come back from it. And that's kind of been my story with burnout. I think I've gone through 3 or 4 different episodes of it in my lifetime.

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Garrett Wood: But at the time, I didn't know what I was actually experiencing. Sometimes it presented as…

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Garrett Wood: you know, frustration in my personal relationships, other times it presented as, like, somatic pain, like back and hip pain, knee pain, just exhaustion. And a lot of times, I would be seeking help from medical professionals to try to help me kind of work through my symptoms so I could get back to working harder, because I had projects I was excited about.

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Garrett Wood: But it… eventually, I was working a pretty large company. I was going through burnout, but every day on our, kind of, internal spreadsheets, I would see another leader in our organization who'd been with the company for 20 of the company's 25 years.

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Garrett Wood: And he was always this exemplar that everybody looked up to, like, okay, if he can do it, and he can do it forever, then I should be able to figure this out. But I was in a meeting two weeks after he'd been let go really suddenly with his replacement. And when we were in that meeting, and I'm sitting across from his replacement,

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Garrett Wood: we got word from a fellow colleague that that leader had decided that without their position, without their title, that they had given so much of themselves for so long to the organization, that without that title and that position, there wasn't much left in his life that he felt was worth living for. And so he decided to end his life, and that's when…

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Garrett Wood: I realized, oh, burnout isn't just, you know, the cost of doing hard work. It's a pretty serious thing, and it seems to affect most people on some level, and when it's not addressed for a long period of time.

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Garrett Wood: It can be catastrophic, it can be mortal. And so it's not just a quality of life issue, it's a whether people choose to live or not issue, and that kind of was a big light bulb moment for me in my own personal life.

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Sana: Sure, and that's really, really, I mean…

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Sana: Yes, it can be catastrophic, and I think that is something…

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Sana: I mean, I don't know, Garrett. I mean, you know, I think there are two sides of our, looking at especially burnout. I think…

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Sana: the one that comes with the thought that, you know, we have to keep on moving, I think more than the working, or maybe the achievements, and I think it becomes this part of identity, you know, that…

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Sana: if we stop, or if we pause, things are going to get out of control, and it can… it can… it can affect my entire life, you know? I have this life plan, I have everything sorted, so taking even,

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Sana: this pause. And it's not just about the vacation or, you know, those breaks, but it's a very different kind of pause. It will completely stop, put a stop to my entire life plan. And then, consciously, maybe sometimes, within our own thoughts, we feel like.

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Sana: you know, maybe our mind, or maybe our body is screaming out loud that, yes, just put some break in there. Maybe I'm not able to hold it any longer there. And especially knowing, you know,

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Sana: The fact that, you know, the one that you looked up to, that particular person's whole identity was tied up with

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Sana: The contribution with the number of years, the time, the effort that they put there for the work, the company, the organization, which is no longer now a part of their life.

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Sana: Yes, it is… it can be very, very devastating.

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Garrett Wood: Yeah, and it's sad because he actually did have, you know, a partner and children and, you know, hobbies as well, and so the fact that the title meant more to him than anything else, I think, just kind of shows

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Garrett Wood: How often people who are high performers really have their entire identity set up in their work.

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Garrett Wood: And if they lose that, There's… they really don't know what to do with themselves.

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Garrett Wood: And so it's really a dangerous and vulnerable position to put yourself in, especially because for most people, we don't have the ability to know that our employment's gonna be steady forever. And so, some of that hustle and, like, not being able to slow down is to try to outwork some of that.

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Garrett Wood: But eventually, it doesn't matter how hard you work sometimes, or how good of a performer you are. There's other things that are at play that we're not privy to, right? So, it's a really dangerous position to be in.

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Sana: It is, it is.

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Sana: And now, let's start with the misconception. I mean, it's already in the title of today's conversation, the idea that burnout is a calendar problem, that, you know, if

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Sana: if we just manage our time better, we say no more, or we take a real break, it goes away. And I imagine you hear this framing constantly from the people you work with. So, what are we getting actually wrong about what burnout is?

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Garrett Wood: Yeah, you know, in 1974, University of Berkeley.

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Garrett Wood: They were studying ICU nurses that were quitting the industry, that are highly skilled practitioners, that were some of the top performers in their field, and they would interview them, and they would ask, why'd you quit? What happened? And they're like, I just couldn't take it anymore.

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Garrett Wood: And originally, the researchers were like, oh yeah, long hours, swing shifts, it's tough work, we get it.

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Garrett Wood: And they're like, no, I love the work, I don't mind the swing shifts, I'm a night owl, I'm up till 3, or whatever the story was.

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Garrett Wood: So, after a while of doing those studies, what they found is that these nurses had to maintain a professional composure in the sight of some really challenging things, to be professionals and care for their patients as best they could.

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Garrett Wood: But when they went home, they didn't have a chance to process those emotions. And so, eventually.

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Garrett Wood: The amount of time and effort and energy it took to put those emotions aside, to compartmentalize them so they could focus on just being a professional.

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Garrett Wood: That ended up contributing to the exhaustion and cynicism that they felt, which led them to quit, because they felt like they couldn't actually even be effective at their position anymore. And they would rather have quit their job than felt like a bad, healthcare provider. And so it was actually, like, an integrity issue that was showing up for them, a conflict between

85

Garrett Wood: their values of wanting to provide good care, and their own belief and their inability to do so because of their lack of ability to move through the stress that lingers after those stressors move through, and finding a way to help themselves process through those emotions. So it was a pretty interesting insight, but that's even at the very beginning of the study of burnout.

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Sana: It is, it is, yeah, it is, actually. Because, you know, most of us, we think that

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Sana: It's because that we are… we are doing too much.

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Sana: I mean, if we look at some specific roles out there, I think…

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Sana: Many of us, we love doing that job. We love…

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Sana: That, you know, we are serving. It comes from that, that sense of service, you know, putting out yourselves there for others. Similarly, I think this kind of, you know, emotional connect, it comes, with caregivers, or people who are working on the front line.

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Sana: Yeah, there's not only the technicality, but the emotional aspect of that work, too. So it's actually a very, very interesting study to start with, Garrett.

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Garrett Wood: Yeah, and it's not just in the medical fields. If you're a leader of people.

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Garrett Wood: And you have a team that reports to you. Your job is to help them get the job done. You're working through them. You literally aren't doing the work, they're doing it, and you're helping them do the work.

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Garrett Wood: And so it's very similar sense of care and compassion, desire, and high levels of expertise and standards of expectation.

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Garrett Wood: But at the same time, these are people. They have emotions, they have frustrations, they have fears, they have ideas about how they think a project should go, and then there's conflict there that's inherent in it. And so a lot of managers get really challenged by all the emotional…

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Garrett Wood: Conflict that shows up often in those environments.

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Garrett Wood: Some by trying to avoid it altogether, and it overwhelms them. Others by trying to get so involved that they're trying to be all things to all people on their team, to help their team as best they can.

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Garrett Wood: But they're not there also supporting themselves in that way. So that compassion they have for others doesn't turn into self-compassion for them.

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Garrett Wood: And even when you suggest that that might be helpful to provide themselves some of the affection, compassion that they share for their team, it kind of stops them in their tracks, like it's something that they hadn't actually considered before.

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Garrett Wood: So it's really interesting to see some of that carryover from an industry like nursing into just general leadership as well.

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Sana: Absolutely, absolutely, and I think, this…

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Sana: This is important because, you know, especially,

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Sana: there's a quite, you know, shame about, you know, feeling burned out, even after you're doing all the right things. I mean, you know, you are… you're taking risks, or maybe boundaries. I mean, you are still trying somehow to balance everything out, but then I think the fix, which…

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Sana: has been given, was never designed for the actual problem. It's like this, just, you know, treating a symptom while, you know, the root cause is still there.

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Garrett Wood: Yeah.

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Garrett Wood: And I think my favorite example of that is when people think that burnout's on the calendar.

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Garrett Wood: And they try to go, okay, it's a time management issue, it's a productivity issue, and so I'm gonna try to figure out how to work smarter, not harder. And there's some truth to that, of course. But what's really interesting is there's a lot of advice out there about how to be more productive. There's terms that are like, eat the frog, meaning do the hard thing first in the morning.

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Garrett Wood: And then there's other people that are like, oh, just do the essentials, just the two things that matter.

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Garrett Wood: And all those tools and strategies might be viable for some people, but every single person has a unique.

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Garrett Wood: set of executive functioning strengths. And it shows up in their ability to get work done.

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Garrett Wood: when they're allowed to be able to work in the way that works best for them. So some people are really high on task initiation, so they can start on a project right away, but they're really challenged at being able to get it across the finish line. Those last, you know, 3 hours of a project are the hardest part versus the first three. And other people are the exact opposite.

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Garrett Wood: So if you're to tell someone that can see a project to the end, but can't get started to eat the frog, that would be devastating for them. They would never be able to get started.

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Garrett Wood: And if you told someone to eat the frog, that can start with task initiation, they're gonna feel great, but that project probably won't get complete, because it's gonna be challenging for them to get it through to the end. And so really knowing what your own executive functioning strengths are is a powerful way

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Garrett Wood: To decide which one of these strategies of productivity might actually be helpful for you. Because when you try something and it doesn't work, often we fall into the belief that, oh.

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Garrett Wood: it must be me. This works for everybody else, and it's not working for me, so I must be the problem. I must be broken. And that feeling of shame and blame and guilt and fear, even, contributes to a lot of people's feelings of burnout that show up. Their cynicism with their own inability.

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Garrett Wood: They're overwhelmed, they're frustration, and that feeling of always being behind and never being able to get ahead is a really challenging experience day in and day out.

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Sana: I loved how you explained it, and yes, this is so true, this is so true, because, you know, and it's not just about

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Sana: burnout, I think any, any kind of, you know, I mean, especially in the wellness, or the personal development, or the motivational circles, you know.

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Sana: I've tried out all… all the options available out there.

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Sana: I've listened to all the podcasts, I've read books, okay, I've also been coached, but it's still not working out for me. Maybe I'm the problem in there, so yeah, there is no point in even thinking about it. Yes, this is true.

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Garrett Wood: Yeah, it's a common belief that I think a lot of people, especially if they're motivated and interested in developing change and growth in themselves or career, for all the people that they enjoy and want to support, themselves and their family, friends included.

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Garrett Wood: That it's easy to get into that trap really quickly, where it's like, oh man, I'm doing the system, but the system isn't working for me. Oh, it's not the system that's broken, it's me that's broken. But that's actually not true. It's just that system wasn't designed for how you do your best work.

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Garrett Wood: And so, really knowing, assessing what your unique needs are, and then accommodating them, and then having the freedom and autonomy to be able to align your work in the way that you do your best work is a really powerful way to create change, prevent burnout, or recover from it.

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Sana: Hmm.

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Sana: And yet, also, you work with, what you describe as high-achieving, high-masking professionals. Now, I want to… I want to emphasize on that word masking, because it's doing a lot of work in there.

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Sana: It's like, you know, this… and I was having another conversation today itself, we were talking about the self-talk, our inner dialogue. We were talking about how we sometimes build this, protective shield, you know, maybe it's a part of

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Sana: The coping mechanism, quote-unquote coping mechanism, or it's how our… maybe our brain or maybe our nervous system is just trying to adapt.

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Sana: So what does this masking look like in a business context, Garage? I mean, and why does it tend to accelerate burnout so specifically in people who are actually good at it?

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Garrett Wood: Yeah, that's such a… yeah. So, there's lots of reasons why people mask, you know.

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Garrett Wood: We're different people when we're around different parts of our community, whether that's, you know, our parents, or our kids, or friends. And that's appropriate, because we lean into who is responsible to be in that relationship with those people.

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Garrett Wood: But at work, some of that's about proficiency, or feeling like you're on top of it, or that there's no fear, doubt, or, stress there. And so there's this almost idea of, like, presenting a stoic front to everybody at work.

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Garrett Wood: And I think, you know, Harvard did a study where they said, oh, people have emotions, and people have emotions at work. And I just thought it was silly to me that we had to do a study for it, but it's done, and it's there, so… But I think if we don't feel like we can have those emotions in an appropriate way, or we don't know how to process them when we end our shift.

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Garrett Wood: it gets really challenging, so we just keep wearing that mask the whole time. And there's more effort to continue to present yourself that way.

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Garrett Wood: And the worse you feel, and the better you are at presenting that stoic mask, the larger the gap there is, and the more that that depletes your reserves to be able to do the work, but also to be able to be a human, and be able to get to sleep at night, even. And so it becomes, like.

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Garrett Wood: a self-fulfilling prophecy, where even if you are successful at work for wearing the mask, you feel like you can't share even anymore. It's like, oh no, I have to show more of the mask, because that's what's being rewarded, that's what's getting promoted, that's what's earning the income.

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Garrett Wood: Even if their real reality at home is very different. And so, after a long enough period of time.

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Garrett Wood: That itself can create burnout for a lot of people.

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Sana: Hmm.

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Sana: I mean, correct me if I'm wrong, Garrett, I mean, what you are describing, it…

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Sana: it's kind of this form of, chronic invisibility. I mean, you know, the very skills that made someone successful also,

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Sana: made it harder for them, or, you know, anyone around them, to notice that, you know, they were struggling. I mean, I think there's definitely something very, very surprising, I mean, quite lonely also in that.

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Garrett Wood: Yeah, I go back to my colleague that I looked up to, you know, who knew that he was struggling with those mental health issues? You know, from all we saw, everything was okay. And in fact, we were all struggling by ourselves, me and my other colleagues, but we looked to him, and we're like, wow, he's doing it, and he's always smiling and doing well. What the heck?

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Garrett Wood: And so sometimes we really don't know what's actually behind the mask that most people are experiencing.

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Garrett Wood: And masking has another term, too. Often it's usually applied to people that, have level 3 ASD, where they can present as if they're neuronormative, neurotypical behavior, social scripts that

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Garrett Wood: are foreign to them, but that they've been able to learn well enough to perform them. But it is not natural for them, it's a performative effort. And so that…

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Garrett Wood: Performance is where they say that they're wearing the mask.

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Garrett Wood: And that term is true not just for that specific population, but it's also true for other different neurodevelopmental differences, and also acquired ones. If someone in your family, is going through a grieving process because of a deep loss, but it doesn't feel safe to be able to be sharing that with any of your colleagues, or…

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Garrett Wood: Your team at all in any way. You're masking your grief as you go through.

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Garrett Wood: If you have some type of pain that's going on, or an ongoing medical issue, and you're not sharing that with other people, you're also wearing a mask. And so.

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Garrett Wood: In this world, as you live long enough, eventually you might end up being one of those people that's going through that problem and that challenge, and then not feeling like you can be a whole person at work makes it even harder to get the work done.

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Garrett Wood: And what's interesting is a lot of times people use work to try to compartmentalize some of those, personal things that are showing up. The more they lean into the work, the more it serves as a distraction, and that can be healthy, but it can also be costly if they're not able to show up as a professional and a realistic version of themselves.

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Sana: Okay, I agree with you, Will.

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Sana: And, before we wrap up,

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Sana: faux fall for, you know, I mean.

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Sana: let's talk about the long road, because burnout recovery, it isn't linear. I mean, you know.

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Sana: Maybe, you know, a person, they might feel genuinely better for a stretch, and then a high-pressure quarter hits, and suddenly, you know.

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Sana: they're back in familiar patterns. So how… how do you help people build something that holds, you know, not just in the calm periods, but when the pressure returns?

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Garrett Wood: Yeah, there's a model out there that's kind of, does the environment and the position and the requirements of that position also match the person that's trying to fill it? And how closeness, how goodness of a fit is there between those things?

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Garrett Wood: And that goodness of fit actually kind of spans across 7 kind of different domains. Probably more, but 7 big ones that I see.

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Sana: loses.

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Garrett Wood: sensory profile preferences. So if you put me in a fragrance factory, I would not last more than a day. I'd have a splitting migraine.

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Garrett Wood: But other people, they relish that. They have a very sensitive nose, they can smell all the different smells, and it doesn't overwhelm them, and they enjoy it. And so that's a great place for that person, but it would be a horrible place for a lot of other people.

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Garrett Wood: Some people enjoy libraries, the quietness, the solitude, they feel safe and secure there. And other people, that would feel anxiety-inducing and, like, wanting them to feel restless and crawl at their skin, they wouldn't be able to focus enough.

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Garrett Wood: So, depending on the type of environment and your sensory profiles is an important part of it.

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Garrett Wood: But then we also have our, kind of.

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Garrett Wood: subconscious beliefs. Am I worthy? Am I good enough? Do I matter? These kind of things that go into our ability to build confidence and act with confidence instead of pretending and having to wear that mask.

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Garrett Wood: But also, we have our relationships, and how we feel safe in relationships. So, if you have a boss, who really wants to get close, and you like a lot of distance, it's gonna feel like they're micromanaging.

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Garrett Wood: But if you're a person who really likes closeness with their boss, and their boss really likes distance, it's gonna feel like you're in a sink or swim environment.

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Garrett Wood: And so some bosses have been accused of being a micromanager and, you know, a hands-off approach. Even though their behavior's the same, it's the relationship dynamic that shows up between different individuals on their team and how it feels and that dynamic between everybody.

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Garrett Wood: And so that's an important part, too, to be able to know, is this relationship a healthy one for me to be in to do my best work?

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Garrett Wood: And then we have those executive functioning strengths that we talked about, where it's, am I able to have enough autonomy to design the way I work best to do my best work?

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Garrett Wood: And then we also have this idea of values and strengths.

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Garrett Wood: Do the things I appreciate about myself in the way I do my work, is that what I'm appreciated for by others? Or is it not?

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Garrett Wood: Because if you're getting…

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Garrett Wood: Complimented for your effort, but it's something that you don't enjoy about yourself, or enjoy about the job.

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Garrett Wood: it's almost like, oh, you won more work, and there's no reward there for you. And so that leads to that cynicism and that exhaustion as well. And if you're doing work that you feel valuable.

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Garrett Wood: But that work changes, and all of a sudden, it's not aligned with your values for direction of the organization, or your values grow and change and adapt, that also becomes a problem for people. And so, really, we're looking at, okay, who are you? What's the position? What's the environment that you have to work in, and how goodness of a fit is there across those seven domains?

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Garrett Wood: And the better fit, the less likely you are to burn out.

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Garrett Wood: The bigger the gaps in that fit, the more likely you are to burn out, repeatedly. Unless we're being intentional about doing the best we can.

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Garrett Wood: To kind of know what those are, accommodate them, and then align our work with them, so it's easier just to be you getting that work done.

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Sana: Wow, that is interesting, very interesting. And yes, I love the library one, yeah. I love to be in quiet settings, by the way. So yes, I think, what you are pointing out, I mean, jokes apart, I think,

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Sana: Honestly, I've never kind of looked at especially, you know, burnout recovery, or, you know, talking about, or looking at relationships, the dynamics in there from this perspective. So that is something very, very real, really interesting to explore.

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Sana: And of course, Garrett, if our listeners, they would like to further, dive deep into this, and also they would like to explore the work that you are doing, what are the best ways to reach out to you?

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Garrett Wood: Yeah, if they want to be professional, we can, meet up on LinkedIn. It's at Gnosis Therapy,

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Garrett Wood: G-N-O-S-I-S therapy. Or if they want to be more personable on Instagram, same thing. Or you're always welcome to reach out to my website. There's a contact form on there, gnosisTherapy.com as well.

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Sana: Amazing. So, yes, listeners, I'll have all the links mentioned in the show notes. And I… I believe, listeners, you know what Garrett reminded us today is that

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Sana: Burnout is not a time management failure.

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Sana: But it's a signal from the whole system asking for something deeper than just a lighter calendar. And the most sustainable businesses are built by people who are willing to listen to that signal.

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Sana: Before it becomes a crisis. So, Gareth, thank you so, so much. I think this conversation went exactly where it needed to go. Thank you so much.

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Garrett Wood: Oh, thank you for being here and helping sharing this message, so people can…

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Garrett Wood: Avoid burnout, hopefully, or at least recover from it.

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Sana: Absolutely, and yes, to all my listeners, if what gets shared today resonated with you, don't file it away for later. Let it land now.

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Sana: Because that quiet recognition you might be feeling, it's worth paying attention to. Take good care of yourselves, and this is Ehosana, I'll catch you in the next episode of Discipline. Thank you so much.