How To Stop Your Nervous System From Running Your Company

Your income shouldn’t rise and fall with your mood. We explore how to build a business that stays steady on your lowest-energy days by treating structure as an accessibility tool—not a control mechanism. If your nervous system has been acting like the CEO, this conversation gives you a concrete path to take the wheel with calm, repeatable systems.

We start by naming the problem: emotional volatility drives reactive decisions, overwork, and freeze-then-avoid loops, especially for neurodivergent founders facing executive dysfunction, sensory overwhelm, and masking fatigue. Then we map a four-part strategy. First, reduce decisions with predecided weekly priorities and quick check-ins that keep execution tied to outcomes rather than feelings. Second, create revenue-neutral energy with evergreen offers and automated email sequences that sell without live effort, guiding every new subscriber along a clear pathway. Third, use external regulation through a minimal tool stack and a single source of truth, tracking just the metrics that matter so you know what’s working without burning attention. Fourth, design accessibility from the start—white space in your calendar, flexible scheduling, and asynchronous workflows that account for low-capacity days and non-linear creativity.

You’ll hear practical shifts like replacing constant posting with scheduled sequences, simplifying dashboards to answer “Is it working?” and “Does it feel workable?”, and building menus of interchangeable tasks when batching doesn’t fit your brain. The payoff is a business that doesn’t collapse on hard days, lets you execute by strategy rather than adrenaline, and creates room for creativity without sacrificing revenue. Before you hit play, pick one system to stabilize—a revenue stream, a key metric, or a recurring decision—and ask: would this still work if I had zero motivation next week?

If this resonates, follow the show, share it with a friend who’s building while burnt out, and leave a quick review to tell us which system you’ll stabilize first.

Chapters

• 0:00 When Mood Runs The Business
• 0:39 Goal: Remove Emotional Volatility
• 1:18 Neurodivergent Challenges Are Signals
• 1:58 Four-Part Strategy Overview
• 2:18 Decision Reduction And Priorities
• 2:45 Revenue-Neutral Energy And Evergreen
• 3:34 External Regulation And Simple Metrics
• 3:58 Accessibility By Design And White Space
• 5:16 Flexible Workflows Beyond Batching
• 5:48 CEO Structure As Accessibility
• 6:31 Creative Recovery And Scheduling
• 6:33 One System To Stabilize

Transcript

SPEAKER_00: 0:00

If your revenue depends upon your mood, then your nervous system is running the business. We need to be able to determine how we can actually show up, feel good and safe and motivated or regulated, and your nervous system is the CEO. So, really what we want to start to do is understand that it is common for us to be affected by our moods, to be affected by when we feel motivated and when we don't. And this is especially true for neurodivergent founders. So today, what I really want to talk about is removing emotional volatility from your revenue and from your business. I know that there are days where you don't feel like you can do the things. So, what I really want to talk about is the way in which we can start to make sure that fight and flight doesn't equal the urgency or overworking. We don't want to be reactive in our decisions. We don't want to freeze and shut down, and then it becomes about avoidance and ghosting your business and the things that you need to get done in order to hit your goals. Now, narrow divergent founders feel this more and more intensely than others because of executive dysfunction, sensory overwhelm, emotional fatigue from masking. So what I need you to understand is this isn't a weakness. It's a signal that structure is missing. So what we want to be able to understand is that we don't want regulation to be the goal. I don't want you to feel rigid and having to do a schedule that you have to stick to every single hour of the day. What I want is stability to help you. You want to be able to build systems that function during low capacity days and to remove the reliance on motivation and mood. So what we're really gonna talk about is the ways to protect the revenue when you're having a bad brain day. And the way in which we're going to do this is in four different ways. We're gonna be talking about decision reduction. So you're gonna instead have predecided priorities that need to take place that week. And you're gonna have check-ins that reduce instead of feeling like you have to react to something, we are instead making sure that we're sticking to that priority. And this really matters because we don't want to always be filtering things out. Now we also want to make sure that when we are looking at this, that there is energy that is neutral to your revenue. So, in other words, you have to have offers that still sell without live effort. You want email sequences actually in place instead of constant posting. So instead of feeling like you have to produce a broadcast or put out an email once a week for your list, get those done ahead of time. Have that system in place so that it's not a constant thing. And we want to make sure that we have evergreen pathways. This is why it's so important to have these sequences set up so that when someone comes in and opts into something, they have somewhere to go right out of the gate. And it's not you constantly having to send out that day that of the week an email to your list. You also want to start to think about how you can make sure that there is external regulation of your tools. You want simple ways in which you're going to hit your goals, not 27 different ways. And you want to have a sort of truth for yourself. In simply, is this working? Does it feel like it is working? Now, the last piece of what we want to talk about is this idea of accessibility by design. While the space built into your calendar, you want to actually have white space for yourself so that when you have those days where you are not feeling it, you have flexible scheduling to be able to make it work for you and where you are at. If you need to have a creative at two hours, three hours, whatever it's going to look like, leave yourself that white space to be able to do that. And you also want to have workflows that are asynchronous so that in other words, they're not always connected and always having to be very specific to the day. You I talk often about batching. This may not work for neurodivergent founders because you may struggle with this idea and feel that it is rigid. So, because of that, I want you to start to actually map it out with other ideas of what you could be doing based on your priorities, to hitting your goals. What were those tasks that have to be in place? The main thing is to understand that systems that assume inconsistency, not perfection, they don't have to be absolutely perfect. When you start to feel this, you will be working as a CEO. You're gonna start noticing different emotions, but execute based on strategy. So CEO structure is an accessibility tool, not a control mechanism. It is meant to have that flexible scheduling that you often need for yourself. And when you can be able to run a business that is not based on hustle, not based on always trying to have your nervous system reacting exactly the way that you want it to. So you can be neurodivergent or sensitive or burnt out and still be responsible for creating a business that doesn't collapse on hard days. So I want you to look at your days. How can you make it so that you give yourself that flexible scheduling? There's white space written in there. You take the days that you need to be creative and out and put out something that may not be what you were expecting to do that day. Whether that is pottery for you or painting or just going for a walk, you have to make sure that you are putting that into place for yourself when you are looking to schedule your days, no matter what your schedule would normally look like. So I want you to choose one system to stabilize that is going to be either a revenue stream, a metric, or a CEO decision. And I want you to ask yourself would this still work if I had zero motivation next week? This is going to make all the difference for you so that you don't continue to feel burnt out, like you're not accomplishing anything. You are, you just have to make it work for you and where you are at.