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b'I am a fast person.\\n\\n\\n\\nI walk fast. Cook fast. Write fast. Talk fast. Work out fast. It\\u2019s like I\\u2019m always moving towards some urgent need or trying to escape some impending disaster. So I\\u2019ve been working on slowing down for the last few years.\\n\\n\\n\\nTo do that, I have to be mindful. I have to be present enough to notice that I\\u2019m zooming around and get curious about why. Then, I can take a beat and slow down the tempo.\\n\\n\\n\\nI say that like it\\u2019s easy, or like I even remember to do it on a regular basis. I don\\u2019t.\\n\\n\\n\\nI find it hard to look around at the world\\u2014the news, the market, my family, my community\\u2014and not feel the pressure of urgency.\\n\\n\\n\\nThings change so fast today, yes. But the problems we face and the opportunities in front of us are also urgent.\\n\\n\\n\\nIt\\u2019s not just the speed with which things happen. It\\u2019s the fleeting window of possibility we have to make changes or seize the moment.\\n\\n\\n\\nIn her book Emergent Strategy, adrienne maree brown writes:\\n\\n\\n\\n\\u201cThere is such urgency in the multitude of crises we face, it can make it hard to remember that in fact it is urgency thinking (urgent constant unsustainable growth) that got us to this point, and that our potential success lies in doing deep, slow, intentional work.\\u201d\\n\\n\\n\\nMaybe we could call it strategic FOMO. The fear of missing out on the chance to change course, solve a challenge, make things better.\\n\\n\\n\\nOf course, good strategy is never created quickly. Changing course, solving challenges, making things substantively better is slow work.\\n\\n\\n\\nOtherwise, it\\u2019s not strategy\\u2014it\\u2019s just another crappy repair on top of a history of band-aid solutions.\\n\\n\\n\\nSlowing down is key to building a business that operationalizes and embodies its values.\\n\\n\\n\\nWhen you slow down, you can ask yourself better questions, gather diverse perspectives, get curious what\\u2019s really needed, and take time for quality.\\n\\n\\n\\nAnd that\\u2019s really why I\\u2019ve been working on slowing down. I\\u2019ve become acutely aware of the friction and dysfunction that making a fast decision causes. I can easily see how speed has made it harder to make sustainable, humane choices.\\n\\n\\n\\nI\\u2019ve also become aware at just how lovely it can feel to pause and check in. To say, \\u201clet\\u2019s revisit that next week.\\u201d To luxuriate in exploring how things could be done in ways that epitomize my values and honor my capacity.\\n\\n\\n\\nToday, you\\u2019re going to hear from 4 other business owners who have also found that slowing down has helped them operationalize their values in their businesses.\\n\\n\\n\\nYou\\u2019ll hear from Sarah Cottrell, the founder of Former Lawyer, Gracy Obuchowicz, a self-care consultant for companies & organizations, Yvette Ramos-Volz, a glass artist & aromatherapist, and Jennie Morris, the founder of Vegologie.\\n\\n\\n\\nEach one is finding ways to create the necessary space to check in with their core values before making decisions about their business\\u2014big or small. By slowing down, they make their values a core operational consideration,'