Introducing Abbott Square Part 7: How Getting Sued Ruined My Vacation And Taught Me About Stress
This is the seventh in a series of posts on the Santa Cruz Museum of Art & History (MAH)'s development of Abbott Square, a new creative community plaza in downtown Santa Cruz.
My husband and I had just come back from a glorious four-day trek through the Pasayten wilderness in the fall of 2015. We were reconnecting with family at dinner when the email came in. My museum was being sued over the Abbott Square project.
All the energy I’d restored on our hike came crashing down around me. I couldn’t sleep. I couldn’t calm down. I didn’t have the tools to make it right.
Before Abbott Square, I thought I knew how to manage stress. I come from a family of hard-driving women. I love intense challenges and the bursts of stress that come with them. I see stress as a motivating factor, a catalyst for action. Even in tough situations, I find ways to push through, solve the problem, make a decision, and get zooming again.
When the Abbott Square project started, a trustee told me: “this is a marathon, not a sprint.” And while I heard him, I didn’t listen. I thought I’d be fine. I didn’t take the time to learn how to retrain my energy for the long haul.
Four years and too many sleepless nights later, I’m still slowly, painfully learning. Abbott Square laid bare the fact that I’m only good at managing stress in situations where I have a lot of control and can work my way out of the stress. I can’t apply hustle to resolve a lawsuit. I can’t push through a lack of communication from a regulatory agency. When it rains, we can’t pour concrete.
It turns out this isn’t a marathon at all. It’s a group road trip where you don’t always get to have your hands on the wheel.
I wish I could tell you that I’ve figured out ways to manage this kind of “group road trip” stress. I haven’t. I’ve learned some small things: how to stop obsessing when it’s not my turn to drive, apply my energy more judiciously, and be more protective of time away from work. The lawsuit was instructive because it had rules, like a game. In the most stressful of situations, I learned to play my turn and stay in my role. A year later, we settled the lawsuit. We were zooming again. But I still had—and have—more sleepless, obsessive nights than I’d like.
I’ve been told that the hardest things to change are the things you feel naturally good at. Until you’re pushed to the limit, you don’t see them as areas for growth. And once you're at that limit and decide you need to grow, it’s hard to abandon patterns that have felt successful for so long. I’d always told myself that I knew how to make stress work for me. Now I’m a little more humble and cautious. If I want to grow and work on even bigger projects, I’ve got to feel okay about those times when my hands aren’t on the wheel.
If you are reading this via email and would like to share a response or question, you can join the conversation here.
All the energy I’d restored on our hike came crashing down around me. I couldn’t sleep. I couldn’t calm down. I didn’t have the tools to make it right.
Before Abbott Square, I thought I knew how to manage stress. I come from a family of hard-driving women. I love intense challenges and the bursts of stress that come with them. I see stress as a motivating factor, a catalyst for action. Even in tough situations, I find ways to push through, solve the problem, make a decision, and get zooming again.
When the Abbott Square project started, a trustee told me: “this is a marathon, not a sprint.” And while I heard him, I didn’t listen. I thought I’d be fine. I didn’t take the time to learn how to retrain my energy for the long haul.
Four years and too many sleepless nights later, I’m still slowly, painfully learning. Abbott Square laid bare the fact that I’m only good at managing stress in situations where I have a lot of control and can work my way out of the stress. I can’t apply hustle to resolve a lawsuit. I can’t push through a lack of communication from a regulatory agency. When it rains, we can’t pour concrete.
It turns out this isn’t a marathon at all. It’s a group road trip where you don’t always get to have your hands on the wheel.
I wish I could tell you that I’ve figured out ways to manage this kind of “group road trip” stress. I haven’t. I’ve learned some small things: how to stop obsessing when it’s not my turn to drive, apply my energy more judiciously, and be more protective of time away from work. The lawsuit was instructive because it had rules, like a game. In the most stressful of situations, I learned to play my turn and stay in my role. A year later, we settled the lawsuit. We were zooming again. But I still had—and have—more sleepless, obsessive nights than I’d like.
I’ve been told that the hardest things to change are the things you feel naturally good at. Until you’re pushed to the limit, you don’t see them as areas for growth. And once you're at that limit and decide you need to grow, it’s hard to abandon patterns that have felt successful for so long. I’d always told myself that I knew how to make stress work for me. Now I’m a little more humble and cautious. If I want to grow and work on even bigger projects, I’ve got to feel okay about those times when my hands aren’t on the wheel.
If you are reading this via email and would like to share a response or question, you can join the conversation here.
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