Reimagining capacity: a trauma-informed approach to sustainable workflows
Reimagining capacity: a trauma-informed approach to sustainable workflows
Let me guess, it’s the end of January, the first week of a new administration in the US, and you’re already deep in the work, your stress level is rising with everything that is going on, after what probably didn’t feel like enough of a holiday break, and you’re wondering what is going to happen with all the DEI rollbacks. Meanwhile, your calendar is filling up fast?
You are not alone.
As we step further into the new year and are all somewhere in the depths of grief, trauma recovery, and adjustment, I’ve been thinking a lot about capacity—the limits of what we can give, create, and sustain—both personally and professionally.
Our work with clients often comes back to this—as folks move through the process of workplace cultural change they are able to more clearly see how systems of oppression function in their day-to-day work, in this case in the urgency of our workflows.
While the cultural pressure to push ahead can feel overwhelming, especially in the current political context, a trauma-informed lens reminds us to consider capacity differently: not as a fixed boundary to ignore or overcome, but as a dynamic, evolving reflection of our human experience.
Why reimagine capacity?
Burnout and overwork are not just individual experiences, they are systemic issues that don’t look like they are going to go away any time soon. These unsustainable habits have become normalized in many workplaces. We see this lack of sustainability in employee turnover, in missed deadlines, in short-sighted leadership, and in a survival mode that calls our focus to get it done rather than get it right. The constant drive for speed and output, while sometimes yielding short-term gains, often leads to long-term consequences: collective exhaustion, decreased creativity, and a slower recovery curve.
Speed doesn’t always equal success—unless you’re Usain Bolt. For the rest of us, sustainability is the way forward in a political climate. Building workflows that respect our capacity fosters resilience, clearer thinking, and better outcomes for both individuals and organizations. Honoring capacity isn’t a limitation; it’s a strategy for longevity and excellence.
The neuroscience of capacity
Our brains are wired for growth, adaptation, and creativity—but they also have limits. Overworking activates the amygdala, the part of the brain responsible for processing stress and fear, which can trigger survival responses like anxiety, burnout, or emotional numbness. These responses not only impact the work but are counter to our investment in cultural shifts that require us to overcome defensiveness, fragility, and fear of new frameworks. When we consistently push beyond our capacity, the brain struggles to synthesize information, connect patterns, and integrate new ideas. This often leads to unintentional harm.
For my fellow neurodiverse leaders and creative thinkers, this synthesis time is especially vital. Pausing to rest allows the brain to make new connections, solidify learning, and imagine innovative solutions. Without recovery, these processes can stagnate, leaving us feeling stuck or scattered.
Internal barriers to honoring capacity
Perhaps, as you read this, you feel some emotion rising—maybe even resistance. Does your current speed and workflow feel inextricably tied to your success? For many, this resistance is normal and expected. Resistance is an important part of the work. It’s worth noticing what is coming up for you. Internal and external barriers are a natural part of working through change.
Work ethic myths: Many of us equate being hardworking with overriding our limits. But being a hard worker can coexist with honoring your need for rest. Working within your capacity doesn’t diminish your value; it enhances your ability to sustain effort over time.
Fear of other’s perception: The idea that others might label us as "lazy" often stems from a capitalist narrative that rewards overwork and devalues rest. Laziness is a cultural construct designed to keep us sacrificing our wholeness for productivity—and it has it’s roots in plantation culture. Recognizing this narrative can free us from its grip. As a person who holds the identities I do and is divesting in ways that serve me and my community, I remind myself that laziness is incongruent to me—this is largely due to the forced labor and loss of life and dignity, suffered by my ancestors and the intergenerational debt capitalism owes to me as a consequence of that violence.
Structural realities: For disabled workers, those navigating chronic illness, or those with marginalized identities, capacity is often constrained by systems that fail to meet their needs. Accepting less than what you need can feel like a normal part of showing up in the world when your needs are considered outside what is “normal” or “acceptable” in the workplace. Naming and addressing these inequities is essential to truly honoring capacity.
Designing sustainable workflows
What would change if we intentionally designed our workflows and goals around capacity? Consider these shifts:
Seasonal energy cycles: Acknowledge natural shifts in energy throughout the year. Winter, for example, invites rest and reflection, which might mean prioritizing recovery, a slower, more intentional process, and rethinking success metrics (e.g., assessment of past strategies and outcomes, steady effort rather than total completion). A simple but relevant example of this is the winter blues or Seasonal Affective Disorder that affects about 10% of the population. What would it look like to design workflows that take into account the loss of energy from less interaction with the sun?
Back-of-house work: Dedicate on-the-clock time for team reflection, feedback gathering, planning, and professional development. These foundational efforts often take a backseat to outward-facing productivity but are critical for long-term success.
Honoring hormonal cycles: For those with wombs, energy levels are deeply influenced by hormonal fluctuations, including the moon cycle. These shifts affect focus, creativity, and stamina and deserve recognition in planning sustainable workflows.
Personal contexts: Many people carry grief, family responsibilities, or personal transitions into the workplace. Building flexibility into workflows acknowledges the humanity of your team and yourself.
Moving forward
Your capacity is not just about what you can give to others. It’s about how you nurture yourself to keep showing up—whole and resilient—for the work that matters. This is as important as it has ever been.
As you plan for the work ahead, remember this isn’t about overhauling everything all at once. It’s about giving yourself the space to align your work with your vision, your energy, and your well-being.
As we continue forward, I invite you to reflect:
What internal barriers keep you from meeting your capacity needs?
How might you design your workflows to reflect the natural rhythms of energy, creativity, and rest?
What does honoring your capacity make possible for you and your community?
"The culture of domination teaches us to measure our worth by what we produce, rather than who we are. Rest is not a luxury but a radical act of resistance against systems that demand our endless labor and sacrifice." -bell hooks
Sustainability is the way forward—one thoughtful, aligned step at a time.
With you in The Deep End,
V Woods
Banner photo by Jack Anstey on Unsplash
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