What happens when your business strategy is sound—but your nervous system is operating under constant pressure?
For Shalece Daniels, the answer became personal.
After building a successful real estate investment and property management business, Shalece reached a point where she could no longer keep operating the way she had been. What she initially thought might be a short vacation to Costa Rica turned into a year-long reset.
And something unexpected happened.
While she was away from the business, her revenue didn't collapse.
It grew.
Within several months, she exceeded her previous revenue. By approximately seven months, she says the business had doubled and reached seven figures.
The experience changed how she thought about leadership, productivity, rest, and the relationship between stress and decision-making.
Today, Shalece works as an executive rest strategist, helping founders, executives, and leadership teams learn how to downshift their nervous systems in approximately 90 seconds.
Her message is not that leaders should simply work less.
It's that leaders need to learn how to regulate themselves so they can think, communicate, and execute more effectively under pressure.
That is the focus of Episode 43 of the Glovisor Podcast with Joe Abreu.
When Strategy Fails Because You're Under Too Much Stress
Entrepreneurs spend enormous amounts of time thinking about strategy.
They build plans.
They analyze numbers.
They hire people.
They create systems.
They study markets.
But there is another variable that can influence how effectively a leader uses all of those tools: their internal state.
Shalece describes her work as helping leaders downshift their nervous systems so they can make decisions under pressure.
Her unusual introduction to the concept is simple: bubbles.
She brings bubbles into corporate environments and has executives in suits sit around boardroom tables and blow bubbles.
It sounds playful.
That's intentional.
The breathing required to blow bubbles gives people a simple way to slow down and shift their breathing while introducing an element of fun and play into an environment that can otherwise be dominated by pressure.
The deeper lesson isn't about bubbles.
It's about creating a practical interruption to the stress cycle.
Shalece Didn't Start Out Teaching Rest
Shalece's philosophy grew out of her own experience.
In December 2020, she says she experienced what she describes as a mental health event after a period of increasing strain.
She didn't initially recognize what was happening.
She simply knew she couldn't keep producing at the same level.
She had planned a three-week vacation to Costa Rica.
Instead, she stayed for approximately a year.
At the time, her real estate investment and property management business was generating mid-six-figure revenue. She had employees, bills, family responsibilities, and a business that depended heavily on her.
Yet she reached a point where she felt unable to continue operating the way she had been.
She stepped away.
And that decision became one of the biggest turning points in her business life.
The Unexpected Result: Her Business Grew While She Stepped Away
The most surprising part of Shalece's story isn't that she needed rest.
It's what happened to the business after she stopped being involved in every decision.
She says that approximately five months after leaving, she exceeded her previous revenue for the first time.
Around seven months in, she says the business had doubled and reached the seven-figure level.
At the end of the year, revenue was above that level.
Her explanation wasn't that Costa Rica somehow created the growth.
Instead, stepping away gave her enough space to see the business differently.
With less stress, she was able to make different decisions.
She also began systematically removing herself from the operational tasks that had previously required her direct involvement.
This created a powerful entrepreneurial realization:
Sometimes the business doesn't need more of the founder.
It needs less dependence on the founder.
The Founder Can Become the Bottleneck
Shalece describes a common problem among business owners: the founder has their hands on too many levers.
They approve too many decisions.
They solve too many problems.
They monitor too many processes.
They become the person everyone depends on.
At first, that can feel like leadership.
Eventually, it can become a bottleneck.
Shalece discovered that when she stepped back and hired people to take responsibility for specific functions, those people could often perform better because they were focused on their particular area rather than trying to manage everything simultaneously.
This is an important distinction between owning a business and building a business.
If everything depends on you, you may own a business.
But if the business can continue operating effectively without you touching every lever, you are beginning to build an organization.
Her First System Was Surprisingly Simple
Shalece didn't suddenly create a sophisticated corporate operating system.
She started with simple tools.
While in Costa Rica, she began using FaceTime to diagnose issues with contractors remotely rather than physically visiting locations.
Then she implemented project management software.
She used Asana to assign tasks, track responsibilities, and create accountability within the team.
She also implemented AppFolio to help manage properties and allow tenants to submit work orders and make rent payments digitally.
Each improvement removed another reason for Shalece to personally intervene.
The lesson is particularly relevant for small-business owners.
You don't always need a revolutionary system.
You may simply need to identify the recurring tasks that continually pull you back into the business and find a way to delegate, automate, document, or systematize them.
The 30-Day Question That Changed Her Business
Shalece described her process as a series of roughly 30-day shifts.
She would ask herself:
What's taking the most time?
What's still requiring me?
What can be automated?
What can someone else handle?
What can be done remotely?
Then she would implement another solution.
Thirty days later, she would ask the question again.
Another problem would surface.
Another system would be created.
Another responsibility would move away from her.
Over time, she was gradually removing herself from the business.
This is one of the most practical ideas entrepreneurs can take from the episode.
You don't necessarily have to redesign your entire company at once.
Start with the thing that consumes the most unnecessary founder time.
Fix that.
Then move to the next one.
From Business Coach to Executive Rest Strategist
After successfully removing herself from the day-to-day operation of her own business, Shalece became a certified business coach in 2021.
Initially, she wanted to help other founders do what she had done: get themselves out of their businesses.
But she discovered another problem.
Many of the founders she coached didn't actually want to step away.
They were attached to being needed.
They were attached to the title.
They were attached to their identity as the person building the company.
And, according to Shalece, many were also accustomed to operating in a constant state of stress.
That observation eventually pushed her toward a different kind of coaching.
She began working more specifically with rest, recovery, longevity, and nervous-system regulation.
How the 90-Second Method Was Born
The 90-second method wasn't something Shalece developed while sitting in Costa Rica.
It emerged later as she combined her experiences with breathing, pausing, grounding, and nervous-system regulation with additional training in neurosomatic intelligence.
She learned a framework around the idea that an emotion can move through the body over a relatively short period.
She then translated those concepts into something practical that organizations could use.
The result was the 90-second approach.
Instead of asking a busy executive to meditate for an hour or completely change their lifestyle, Shalece wanted to create a practice that could fit into the reality of a high-pressure workday.
That became the foundation of the work she now brings into organizations.
The 90-Second Reset Starts With Your Breath
At the end of the podcast, Joe asks Shalece what listeners should remember if they forget everything else.
Her answer is simple:
90 seconds.
She emphasizes that people don't need her equipment to begin.
They have their breath.
Her basic instruction is to make the exhale longer than the inhale.
That is the breathing pattern she connects to the bubble exercise.
The broader purpose is to create a deliberate pause when something triggers a stress response rather than immediately reacting to it.
For a leader, that pause can create space between stimulus and response.
Someone sends an angry email.
A customer complains.
An employee makes a mistake.
A deal falls apart.
A major client calls with a problem.
The instinct may be to react immediately.
The 90-second concept introduces another option:
Stop.
Breathe.
Create a little space.
Then respond.
Turn Your Trigger Into a Cue
One of Shalece's most useful ideas is to change how you think about stressful triggers.
Instead of treating the trigger as something that automatically controls your behavior, use it as a cue.
The moment you recognize that you're becoming activated, that's your signal to pause.
That's when the 90 seconds begins.
This reframes stress management from something you do only after you're overwhelmed into something you can practice during the actual moments when pressure appears.
The goal isn't to eliminate every stressful situation.
Entrepreneurs can't do that.
The goal is to become better at responding to those situations.
Why Stepping Away Can Improve Leadership
Shalece's Costa Rica experience also challenges a common entrepreneurial assumption.
Many founders believe that being constantly involved demonstrates commitment.
But constant involvement can create a paradox.
The more the founder touches, the less the team learns to own.
The more the founder solves, the less the organization develops independent problem-solving capacity.
The more decisions flow through one person, the more that person becomes the bottleneck.
Shalece's experience showed her that stepping away forced her to build systems and delegate responsibilities.
The result, according to her account, was not only greater personal space but significant business growth.
For founders, the question isn't simply:
"Can I step away?"
A better question may be:
"What would have to be true for the business to operate well if I stepped away?"
That question exposes the systems that need to be built.
Wearable Technology and Measuring Recovery
Shalece's work also incorporates wearable technology.
For corporate clients, she discusses measurements such as heart rate variability, or HRV, which reflects variations in the time between heartbeats.
She describes using wearable data to help clients understand patterns related to stress and recovery.
Her system is also being developed to work with different wearable platforms, with the goal of allowing data from devices such as Apple Watch and Garmin products to be incorporated into the process.
The broader idea is important for modern leadership.
Technology can provide data.
But the data becomes useful only when people understand what it means and know what action to take.
Shalece describes daily reports that compare an individual's current measurements against a baseline and provide a brief interpretation and suggested next step.
The Goal Isn't More Data. It's Better Decisions.
Wearables can generate enormous amounts of information.
Heart rate.
Recovery measurements.
Activity.
Sleep.
Other physiological signals.
But collecting data isn't the same as changing behavior.
The value comes from using information to recognize patterns and make better decisions.
For a high-performing executive, that might mean recognizing when they're operating under unusually high stress and choosing to pause before an important conversation or decision.
The technology can help identify patterns.
The human still has to decide what to do with them.
Why Leaders Need a Sustainable Rhythm
One of the strongest themes in Shalece's philosophy is sustainability.
High performance isn't simply about pushing harder.
A business leader who can perform brilliantly for six months and then completely break down isn't necessarily operating a sustainable system.
The objective is to develop a rhythm that allows performance, recovery, decision-making, and leadership to coexist.
Shalece describes her work as helping serious operators develop "clarity, calm leadership" and a sustainable rhythm.
That changes the definition of productivity.
Productivity isn't merely how much you can accomplish.
It's also whether you can continue accomplishing important things without destroying the capacity that makes that performance possible.
The Entrepreneurial Lesson Hidden Inside the Burnout Story
Shalece's experience offers two lessons that may initially seem unrelated.
The first is personal:
You need to recognize when your current pace is no longer sustainable.
The second is operational:
Your company should not depend on your constant involvement.
Those two lessons reinforce each other.
When a founder is exhausted, it becomes much harder to make clear decisions about delegation and systems.
And when a company depends on one exhausted founder for every decision, that dependence can make recovery even more difficult.
Building systems can therefore be both a business strategy and a leadership strategy.
Rest Isn't the Opposite of Productivity
For many entrepreneurs, rest can feel unproductive.
There's always another email.
Another client.
Another meeting.
Another opportunity.
Another problem.
Another task.
But Shalece's experience suggests a different perspective.
Rest can create the space required to see the business differently.
During her time in Costa Rica, she wasn't simply doing nothing.
She was creating enough distance from the daily operation to recognize what needed to change.
She then used that perspective to build systems, delegate responsibilities, and reduce the number of decisions flowing directly through her.
That distinction is critical.
Rest isn't necessarily about escaping responsibility.
Sometimes it creates the perspective necessary to handle responsibility better.
A Simple Leadership Practice You Can Try
The most accessible idea from this entire episode doesn't require a business consultant, project-management platform, wearable device, or expensive equipment.
It starts with awareness.
When you notice that something has triggered you, don't immediately react.
Use the trigger as your cue.
Pause.
Take a breath.
Make the exhale longer than the inhale.
Give yourself approximately 90 seconds before moving forward.
Then ask:
What actually needs to happen here?
What is the best response?
Am I reacting to the problem—or solving it?
For a leader, that tiny pause can become a powerful habit.
The objective isn't perfection.
It's practice.
The Glovisor Takeaway
Shalece Daniels' story challenges one of the most common assumptions in entrepreneurship: that success requires the founder to keep pushing harder.
Her experience suggests another path.
Step back.
Regulate.
Build systems.
Delegate.
Create space.
Then return with greater clarity.
The business she left in Costa Rica didn't simply survive.
According to Shalece, it grew significantly while she was away.
That growth forced her to recognize that some of the work she had been doing wasn't actually necessary for her to do personally.
The same lesson applies to communication and leadership.
You don't have to react to every trigger.
You don't have to solve every problem.
You don't have to touch every lever.
And you don't have to sacrifice your ability to think clearly in order to prove that you're working hard.
Sometimes the most productive thing a leader can do is pause.
Ninety seconds.
Breathe.
Reset.
Then decide.
Because the goal isn't simply to build a successful business.
It's to build a business—and a life—you can actually sustain.
About Shalece Daniels
Shalece Daniels is an executive rest strategist who works with founders, executives, and leadership teams on nervous-system regulation, rest, recovery, and sustainable performance. Before focusing on executive rest, she built a successful real estate investment and property management business and later worked as a business coach. Her current work incorporates practical regulation techniques, breathing, wearable technology, and systems designed to help high-performing leaders operate with greater clarity and sustainable rhythm.
Listen to Episode 43 of the Glovisor Podcast
Watch the full conversation with Joe Abreu and Shalece Daniels to hear the complete story behind her Costa Rica transformation, how she built systems that allowed her business to operate without her constant involvement, and why she believes 90 seconds can become a powerful leadership habit.
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