In this episode of The Unfolding Thought Podcast, Eric Pratum sits down with Jess Villegas, a business performance consultant and founder of Acuity Business Consulting. Jess shares his journey from accounting to leadership and consulting, offering insights into the power of intentionality, preparation, and belief in others.
Through sharing his experiences, Jess discusses the importance of balancing big-picture vision with hands-on problem-solving, the value of mentorship and trust, and the hard decisions leaders must sometimes make to improve team and organizational performance. Jess’s reflections on leadership, personal growth, and the lessons he’s learned along the way will resonate with anyone seeking to lead with purpose and build stronger teams.
Mentioned in the Episode:
The role of preparation and intentionality in leadership success.
Stories about impactful mentorship and lessons learned from both good and bad bosses.
Jess’s concept of balancing “30,000-foot” strategic thinking with “3,000-foot” operational detail.
His podcast, The Leader’s Commute, and the idea of evolving context in leadership experiences.
In this episode of The Unfolding Thought Podcast, Jeremy Nulik takes us on a journey from his childhood fascination with unseen systems to his work as a practitioner of strategic foresight. Jeremy explains how foresight helps leaders make deliberate, inspired decisions by uncovering hidden forces that influence behavior and strategy. He shares powerful insights into how creating and exploring images of the future can clarify priorities, embolden leadership, and align strategies with long-term visions.
From meaningful childhood moments to immersive projects like Houston’s tricentennial celebration simulation, Jeremy illustrates how understanding the connection between the past, present, and future can transform individuals and organizations alike. Tune in to hear how you can reconnect with purpose, refine your vision, and craft meaningful strategies for a resilient future.
Mentioned in the Episode:
The immersive foresight experience for Houston’s Tricentennial celebration, focusing on the city’s built environment and its adaptation to long-term climate challenges.
Insights into the strategic foresight program at the University of Houston.
Links to the report on the Houston foresight exercise.
In this debut episode of The Unfolding Thought Podcast, Eric Pratum presents a recorded version of a session he typically presents in person. We dive into how mindfulness can transform the way leaders make decisions in today’s fast-paced, distraction-filled world. Drawing on research from psychology and leadership studies, this episode explores how mindfulness helps us stay present, manage distractions, and make thoughtful, effective decisions.
We’ll discuss the difference between mindlessness and mindfulness, the impact of emotional flooding on decision-making, and practical exercises to improve focus and clarity. Learn how leaders can use mindfulness to strengthen their mental “muscles” for high-stakes meetings, strategic thinking, and daily leadership challenges.
Mentioned in the Episode:
The role of mindfulness in reducing emotional flooding, inspired by the research of the Gottman Institute.
Key insights from psychologist Daniel Kahneman on attention and focus.
Practical mindfulness exercises to enhance decision-making.
Jonathan Haidt’s “elephant and rider” metaphor from The Happiness Hypothesis and its relevance to conscious decision-making.
Have questions or insights to share about mindfulness in leadership? Email me at eric@inboundandagile.com or join the conversation on social media. Let us know how mindfulness has impacted your leadership journey.
The Unfolding Thought Podcast is driven by a provocative question: why do we—and the groups we form—think and act the way we do? The problem is that we often assume we understand ourselves and others, confident in our beliefs about consciousness, motivation, and behavior. Yet, much of what shapes us—our thoughts, choices, and actions—remains hidden, misunderstood, or ignored.
The truth is, we are influenced by deeper, unseen forces—patterns, biases, and contexts we rarely question. By uncovering these forces, we can better understand the motivations that drive us and the connections that shape our world. Each episode peels back these layers, helping you see yourself and others more clearly while exploring practical insights to navigate relationships, rethink assumptions, and inspire meaningful change.
Join us on a journey to challenge your assumptions, uncover new perspectives, and take action to connect more authentically—with yourself, others, and the collective forces that shape our shared experience.
All living things prepare for the future, each in their own way. Plants sprout seeds, lay roots, and bear fruit to secure their species’ survival. Humans grow, consume, learn, build, mate, and nurture the next generation. Even viruses—barely qualifying as life—exemplify this drive, programming themselves to replicate and spread. Unlike the steady flow of rivers shaping landscapes or the silent spinning of celestial spheres, living systems inherently aim to grow, adapt, and improve. Their existence is marked by a relentless forward motion, a preparation for what comes next—even if that preparation is unconscious.
But there is a universal exception: stress. In times of great stress, all living things—from plants to people to societies—shift their focus from building for the future to surviving the present. The seeds, roots, and growth stop. The energy once devoted to thriving is diverted to enduring. Stress calls life to attention, forcing an all-consuming focus on the immediate threat, often at the expense of long-term stability.
The Biology of Stress: When Growth Halts
A moment of danger, whether real or perceived, forces the body to abandon everything nonessential. Digestion, reproduction, tissue repair, and long-term planning all take a backseat to immediate survival. This is why the zebra running from a lion doesn’t stop to graze or tend to a wound—it funnels every ounce of energy into outrunning the threat. The same principles apply to plants, which stop producing seeds during a drought. Stress forces life to choose between sustaining itself for tomorrow or simply staying alive today.
For humans, this trade-off goes beyond biology. Faced with immediate crises, we naturally abandon plans for the future, focusing instead on what must be done to get through the day. Consider the individual experiencing financial hardship: retirement savings disappear, replaced by desperate attempts to cover rent or buy groceries. Exercise routines and creative pursuits are shelved. Stress robs us of the luxury of foresight, narrowing our world to the here and now.
In small doses, this response is essential—it saves lives. But prolonged stress creates compounding damage. A body perpetually in fight-or-flight mode breaks down, its systems stretched beyond their limits. The same is true for groups, organizations, and societies. While the individual zebra’s stress response may end when it escapes the lion, human systems often stay locked in this heightened state, cycling through new threats with no opportunity for recovery.
Stress Beyond Biology: Societies Stuck in Survival Mode
Stress is no longer just an individual experience; it has become a defining feature of modern systems. Organizations, communities, and entire nations often now themselves trapped in perpetual fight-or-flight cycles. The reasons vary, but the pattern remains consistent: the focus on the long-term disappears, replaced by an overwhelming need to manage immediate threats.
Consider the political landscape of the United States. In the lead-up to the 2024 election, rhetoric from both major parties was clear: “If the other side wins, that will be the end of democracy.”. Every cycle, the stakes seem to rise: not just a choice between policies, but a battle for survival. This persistent framing pushes politicians, media, and citizens alike into survival mode. Instead of crafting ambitious agendas or long-term strategies, political actors are increasingly consumed with short-term wins: blocking the opposition, preserving power, or simply surviving the next news cycle. In his book, Why Zebras Don’t Get Ulcers, Robert Sapolsky shows us why: under stress, even systems as complex as democracies abandon the future in favor of the now.
The effects ripple outward. The zero-sum mindset in politics infects public institutions and discourse, eroding trust and collaboration. Grand visions for the future—whether infrastructure projects, climate initiatives, or social reform—take a backseat to reactive governance. Stress reshapes not only what decisions are made but also how people relate to one another, creating an environment of perpetual tension and diminishing returns.
This same dynamic plays out in organizations. High-stress environments, whether driven by financial pressures, market competition, or internal dysfunction, lead businesses to adopt survival-focused strategies. Decision-making becomes risk-averse, innovation slows, and long-term goals are sacrificed for short-term stability. Research confirms this: high-stress workplaces see higher rates of burnout, turnover, and failure. As Sapolsky notes, “hard times” do not always produce “stronger systems”—they more often cause collapse.
Whether in politics, business, or personal life, the lesson is clear. Systems that remain trapped in survival mode cannot thrive. Without the ability to pause, plan, and invest in the future, stress becomes self-perpetuating—a force that halts not only growth but also hope.
The Long Shadow of Sustained Stress
Stress, when prolonged, doesn’t just freeze progress—it actively erodes the foundations needed for future growth. A society perpetually locked in survival mode forgets how to dream, a business caught in reactive decision-making loses its capacity to innovate, and an individual overwhelmed by crisis sacrifices their long-term well-being for fleeting stability.
In organizations, the statistics are sad. Businesses under chronic stress—be it financial instability, leadership turnover, or competitive pressure—are far more likely to fail. Under stress, leaders focus on patching leaks rather than building a seaworthy vessel, abandoning innovation, collaboration, and strategic vision. The result is often stagnation at best, collapse at worst.
For societies, the costs are even greater. Political systems locked in survival mode erode public trust and institutional stability. Obstructionism and short-term policy-making replace the ambition that once built interstate highways or sent humans to the moon. Nations caught in these cycles often fail to address generational challenges like climate change, economic inequality, or social cohesion, creating compounding crises that further deepen collective stress.
Biologically, stress offers a paradox: it is essential for short-term survival, but if sustained, it becomes a slow poison. The same is true of human systems. Without intentional recovery and recalibration, stress becomes a self-reinforcing loop. This is why Sapolsky emphasizes the importance of breaking out of survival mode. For individuals, this might mean reintroducing long-term habits like exercise, creative pursuits, or social connection. For organizations and societies, it requires something far more complex: leadership capable of thinking beyond the immediate crisis and fostering resilience.
The long shadow of sustained stress darkens both the present and the future. But history shows that recovery is possible—if individuals, organizations, and nations can recognize the danger of being stuck in survival mode and take deliberate steps toward renewal.
Breaking Free: Moving Beyond Survival Mode
If stress is the enemy of long-term vision, then recovery is its antidote. But breaking free from survival mode requires more than just a pause—it demands intentional effort to restore balance, rebuild trust, and rekindle the capacity to think beyond the immediate crisis. Whether for individuals, organizations, or entire societies, the path forward begins with recognizing the patterns of stress and deliberately shifting priorities.
In organizations, recovery often starts with leadership. Leaders who can acknowledge the impact of chronic stress and create space for recalibration set the tone for transformation. This might mean prioritizing sustainable practices over quick wins, encouraging innovation even in uncertain times, or fostering a culture that values resilience as much as results. By focusing on resilience rather than reaction, these organizations have not only survived but thrived.
For societies, breaking out of survival mode requires a similar shift. It begins with leaders and institutions that can articulate a vision for the future, moving beyond the rhetoric of fear to inspire collective action. Grand projects—whether infrastructure investments, education reform, or climate initiatives—have historically served as antidotes to societal stress, reminding people of their shared purpose and the possibility of progress. Yet such projects require trust, collaboration, and a willingness to think beyond electoral cycles—qualities increasingly eroded by stress-fueled polarization.
At the individual level, recovery is deeply personal but no less critical. Sapolsky’s research highlights the importance of returning to activities that build for the future: exercise, learning, relationships, and creative pursuits. These habits, while seemingly mundane, are the building blocks of long-term resilience. They remind us that life is more than survival—it is growth, connection, and the pursuit of meaning.
Recovery is not easy, particularly when systems are entrenched in stress. It requires conscious effort to reject the short-term mindset and rediscover the habits of planning, dreaming, and building. But history and biology alike suggest that recovery is not only possible—it is necessary.
The question, then, is not whether we can recover from stress, but whether we will choose to. For organizations, societies, and individuals alike, the answer lies in redefining what it means to thrive—not just in moments of calm but in the face of uncertainty itself.
The Framework for Resilience: Balancing Stability and Innovation
Recovering from survival mode and fostering long-term growth requires more than temporary relief—it demands a systemic approach to resilience. One way to conceptualize this is through a framework that balances the need for immediate stability with the pursuit of innovation and progress. This balance is the cornerstone of thriving individuals, organizations, and societies.
Stabilize the Present Stress cannot be addressed without first creating stability. For individuals, this means addressing the immediate causes of stress—whether financial, emotional, or physical—and rebuilding routines that provide structure and predictability. For organizations, stability often requires streamlining processes, improving communication, and eliminating the bottlenecks that perpetuate crisis mode. Societies, similarly, must address foundational issues like economic inequality, public health, or political polarization before they can focus on future ambitions. Stabilizing the present is not glamorous, but it creates the foundation upon which long-term resilience is built.
Rekindle Vision Once stability is achieved, the next step is to rekindle a sense of purpose and direction. For individuals, this might mean revisiting long-term goals or rediscovering passions that were sidelined during times of stress. Organizations can use this phase to articulate or refine their mission and values, ensuring that their actions align with a clear, forward-looking purpose. At the societal level, this involves fostering collective dreams—whether through ambitious infrastructure projects, education reform, or climate action—that inspire people to work toward a shared future. Rekindling vision is the antidote to the stagnation caused by stress, providing hope and momentum for the journey ahead.
Invest in Resilience Resilience is not the absence of stress but the ability to adapt and thrive despite it. This requires deliberate investment in systems and habits that prepare for future challenges. For individuals, this means cultivating mental, physical, and emotional strength—through practices like mindfulness, fitness, and strong relationships. Organizations can invest in innovation, employee well-being, and adaptive strategies to weather uncertainty. Societies can focus on building infrastructure and policies that are not just reactive but anticipatory, addressing the root causes of stress rather than its symptoms. Resilience is not static—it is a continuous process of learning, adapting, and improving.
Foster Collaboration Stress isolates. Resilience connects. The most effective recoveries—whether personal, organizational, or societal—are built on collaboration and trust. For individuals, this might mean seeking support from friends, family, or mentors. For organizations, fostering a culture of collaboration breaks down silos, encourages innovation, and builds collective strength. At the societal level, collaboration between institutions, industries, and communities creates the trust and alignment necessary to tackle complex challenges.
Choosing Growth Over Survival
Resilience is not the absence of stress; it is the ability to transform stress into momentum. In a world increasingly defined by uncertainty, the choice between survival and growth looms larger than ever. For individuals, organizations, and societies, the stakes are the same: remain stuck in survival mode or embrace the difficult but necessary work of building a sustainable future.
At the individual level, breaking free from survival mode starts with reclaiming agency. This could mean finding small but meaningful ways to reconnect with long-term goals: starting a creative project, re-establishing relationships, or simply making time for reflection. Each action, however small, reinforces the idea that life is not just about enduring but also about growing.
For organizations, the call to action is to prioritize resilience over reaction. This means investing in the systems and cultures that allow teams to innovate, adapt, and thrive even under pressure. Leaders have a unique role to play here, setting the tone by balancing short-term needs with long-term goals. Organizations that resist the urge to focus solely on survival—and instead foster creativity, collaboration, and purpose—are the ones that will emerge stronger.
At the societal level, the challenge is perhaps most urgent. In an era of political polarization and global crises, it is easy to remain trapped in cycles of fear and obstruction. Yet history shows that societies achieve their greatest advancements when they dream big. Rebuilding trust, fostering dialogue, and pursuing collective projects that inspire hope are critical steps toward reclaiming a vision for the future. Whether through tackling climate change, investing in education, or forging global partnerships, the path to resilience requires bold, unified action.
As Sapolsky reminds us, stress is a biological imperative—it forces living things to prioritize the immediate. But it is not our destiny. Humans, unlike any other species, possess the capacity to reflect, plan, and build. The choice to focus on the future rather than the present is what defines civilizations, organizations, and individuals who thrive.
Now is the time to make that choice. To build systems that balance stability with growth, to foster connections that sustain us, and to envision futures that inspire us. Stress may demand survival, but resilience demands something greater: the courage to dream and the commitment to act.
The Opportunity Ahead
Stress may be a universal experience, but it does not have to define us. Throughout history, the greatest advancements—whether technological, social, or cultural—have emerged not in the absence of challenges but through the deliberate choice to confront them with vision and purpose. This is the opportunity stress presents us: to reflect on what matters, to focus on what endures, and to act with courage in the face of uncertainty.
The path forward is not about perfection or avoiding adversity. It is about resilience—embracing the messy, unpredictable process of building something better. Whether as individuals daring to dream, organizations committing to innovation, or societies choosing collaboration over division, our ability to rise above survival mode defines our legacy.
The question is not whether stress will come, but how we will respond when it does. Will we retreat into fear and stagnation, or will we use it as a catalyst to imagine, create, and grow? The answer is not predetermined. It is a choice we make, every day, in the decisions we take and the futures we dare to build.
Let this moment be one of action. Let it be a reminder that stress may halt growth, but resilience ignites it. And in that ignition lies the power to shape not just our survival, but our shared destiny.
The question is not just how we survive today, but how we thrive tomorrow. History is written by those who choose growth over fear—what story will you write?
Their podcast focuses on real-live insights from top business leaders sharing real success stories (and failures) always backed by data in ~20 minutes.
They run a great showand host really detailed conversations with founders, business owners, and leaders to dissect growth strategies and execution. They also look behind the curtain to show the personalities as well.
The interview closes with a rapid fire session and there was no prep on my side as to what to expect. If you’re interested to know what it’s like at Bigwidesky, how we think, how we’re different, etc, check out the interview:
Often, Google Ad Grant management for nonprofits can hit you for a one-time application and setup fee of $500-$5,000. Depending on your needs and arrangement with a person or agency, you might then have ongoing expenses.
After a common one-time setup fee, it is possible–but not generally advisable–to move forward with no ongoing management. At the low end of need for ongoing management though, quarterly to annual updates/work on your grant will often cost $500-$2,500 each time.
Even if your organization, website, or account do not need deep, active ongoing management, most Google Ad Grants benefit from monthly management. Typical monthly Google Ad Grant management for nonprofits will run you $100-$2,500 per month depending on the exact fees charged by the person or agency you’re working with and specifically how much work running a Google Ad Grant for your nonprofit is.
Applying for and securing a Google Ad Grant
You can generally get access to a Google Ad Grant within 1-2 weeks of beginning the process. During this time, you or the person or agency working on this will often invest less than 10 hours.
To secure a Google Ad Grant, you must first join Google for Nonprofits. Once accepted, you can then apply for a Google Ad Grant. Then, you can finally begin setting up and managing your grant.
Applying to Google for Nonprofits typically does not take more than a few hours at the very most. There have been times in the past when I had to spend hours on the phone with Google Ads support, but those have fortunately been few and far between. At the time of this writing, being accepted into Google for Nonprofits is generally not taking more than a few days.
From there, applying for a grant does not require much information and usually takes less than an hour with acceptance coming within a matter of days.
If you have someone on the outside handling this process, they will need to provide contact information for someone within the nonprofit so that Google can confirm the nonprofit actually wants into the program and wishes to work with the person submitting the applications.
Setting up a Google Ad Grant
When you first get access to your Google Ad Grant for your nonprofit, I recommend that you connect it to your Google Analytics and Google Search Console accounts. These are not required, but generally, doing this will make your life much easier.
After that though, the simplest quick start option is to setup dynamic search ads for your whole website. Basically, dynamic search ads allow Google to determine what keywords the pages on your website should rank for, and then, Google dynamically creates ads for searchers. Now running dynamic search ads in conjunction with standard ads requires its own special knowledge, but because the unique benefit of a Google Ad grant is getting you in front of new people and getting them to your website without having to pay for it, I almost always setup dynamic search ads immediately and then begin working on keyword research and manually creating ads.
For some nonprofits, dynamic search ads can take 2-4 weeks to begin sending traffic to the website. For most, your ads will start showing and you will begin receiving traffic within a matter of days. In typical one-time account setup, this would be the time in which your person or agency would do their keyword research, write ads, and get the account fully built out. For most nonprofit websites, it is not unusual for this whole process to take a total of 1-2 months from when you first get access to your Google Ad Grant. In that time, your person or agency will most likely spend between 10-100 hours building out your account so that it is comprehensive and will best take advantage of the free traffic Google can send you through this program.
Periodic management of Google Ads Grants
I do not recommend this as a default, but there are nonprofits that simply are not in a position to generate positive ROI from the expense of monthly Google Ad Grant management. In these cases, I most often will recommend quarterly or bi-annual work. This work looks similar to monthly Google Ad Grant management except that is happens less often.
Typically, I will recommend periodic management for a nonprofit when the grant simply does not generate much traffic and/or trackable online conversions–most often online donations.
The most common reasons your grant does not generate much traffic, revenue, or other online conversions are:
Your website has very few pages. When you have very few pages on your website, you likely have very few keywords for which your can get your ads to show.
Your website has thin content. Thin content provides little to no value to visitors. It is often for example a page with very few words and images on it, addressing a topic that deserves an in-depth answer. It really is not difficult for Google to figure out when your webpages talk about something, but provide a worse and less in-depth answer than the competition.
Your website is simply not optimized for conversions. Even if you have a lot of good content on your webpages, you might do a poor job converting visitors to those pages into email subscribers, donors, etc.
In my experience, creating more and better content and improving the website experience so that more people convert are often not within the scope of typical Google Ad Grant management. That is not to say that your person or agency could not do these things. Hopefully, they can, but if you paid for example $2,500 to get setup and then have been paying $1,500 per quarter for management, do you have enough budget for copywriting, design, and code work on your website in order to improve the performance of the traffic the grant is bringing you? If you do not, it is not ideal, but you might need to lower your ongoing management expenses by reducing the frequency.
There is however one big drawback to this approach that you need to be aware of. If you fall afoul of the Google Ad Grant eligibility requirements and someone is not monitoring that, it is possible that you would lose your grant during one of those times when someone is not actively managing it.
Monthly management of Google Ad Grants
Unless you know your budget does not allow for it, you should generally default to monthly management rather periodic management as described above. Even if your grant drives low traffic, revenue, or other outcomes, it likely would be to your benefit to just reduce the scope of ongoing management so that your grant has frequent attention and you run less risks of losing it.
At the low end, it is not unusual for a Google Ad Grant to take ~6 hours per month for management. That is roughly 1 hour per week plus some additional time for unplanned work, fixing tracking issues, reporting, strategy discussions, etc.
At the upper end, a Google Ad Grant for a large or complicated website or nonprofit can easily take upwards of 50 hours. The reason for this is that for example your website might have deep and broad content and also wish to integrate your ads with fundraising or messaging calendars. I have for example managed grants for websites with over 5,000 webpages, which required a lot of different topics to be managed, new ads and keywords constantly created, and ads updated to align with messaging and fundraising calendars.
How do you keep management costs low?
In almost every case in which a nonprofit needs to keep costs low, you will benefit from your person or agency setting up automated reporting using a system like Google Data Studio. Doing this allows you to save budget by not paying someone to manually create reports every month.
Additionally, if your circumstances do no require frequent analysis and discussion, you can lower your expenses by foregoing monthly analysis and other discussions. While many of us benefit from regular updates on progress, if you can learn from your person or agency how to interpret an automated report, you can save time in meetings and put that toward the actual ongoing management of your Google Ad Grant.
Why you might not want a Google Ad Grant
If your website has few webpages, thin content, and a poor user experience and you have little intention or budget to improve those things, it’s entirely possible that now is not the time to invest in a Google Ad Grant.
Recently, I went through the process of applying to Google for Nonprofits and then securing a grant only to have a nonprofit determine that they did have the budget for actual setup of the account. Unfortunately, that was money down the drain for them.
In the past, I have managed grants for some organizations that were only able to spend ~$1,000 per month of the potential $10,000 per month, and while they were generating 500-2,000 visits to their website per month, they were not able to track what the grant was accomplishing–specifically how much revenue is was generating. While the grant was bringing new people to the website (essentially for free) and undoubtedly generating revenue, they were not able to track the revenue, and as a result, it simply was not their highest priority.
Explore Google Ad Grants for your nonprofit
If you and your nonprofit are interested in exploring Google Ad Grant, send me an email at eric@inboundandagile.com. If I can point you in the right direction so that you can get your grant setup on your own, I would be happy to. If you would like to talk about working together on your grant, I would love to.
