The 5-Part Framework That Saves Burning Teams
It starts small.
A missed deadline. A short-tempered reply in a meeting. A high-performer who suddenly seems distracted and disengaged.
Then, before you realize it, the signs pile up. Turnover increases. Projects slow down. Execution starts to feel like a grind instead of a focused push toward a goal. You can’t put your finger on exactly what changed, but something is different. Your team is running on fumes.
Stress is one of the most underestimated threats to execution. Left unmanaged, it erodes motivation, fractures teams, and derails even the most well-planned strategies. And yet, many leaders don’t see the damage until it’s too late.
No system is immune to stress. Even in the best-run organizations, the pressure of execution can push teams to their limits. That’s why, as coaches, we need to go beyond just setting up the right conditions—we need to actively manage stress on a daily basis, just as we would any other obstacle to execution.
Dr. Jon Ashton, founder of Strata Intel, has spent years studying the interplay between organizational stress and execution capacity. His company measures stress dynamics within organizations using validated, real-time assessments. Unlike traditional surveys that rely on self-reported data, Strata Intel pinpoints where stress exists and correlates it directly with execution performance.
“We measure the presence of stress and organizational strain via clinically reliable assessment and then correlate the results with an organization's ability to execute,” Dr. Ashton explained.
His findings are clear: Stress doesn’t just make people feel overwhelmed. It actively reduces an organization’s ability to perform.
When stress becomes chronic, it leads to burnout, inefficiencies, and a decline in strategic focus. But when leaders take steps to reduce unnecessary stress, execution accelerates. Teams think more clearly, collaborate more effectively, and sustain high performance over time.
The Five Domains of Stress Management
Through years of research, Dr. Ashton has identified five key domains that directly impact stress and execution:
Meaningful Work – Establishing clear roles, responsibilities, and feedback loops.
Spirituality – Connecting work to a greater purpose, aligning mission with actions.
Relationships – Building strong, collaborative connections in the workplace.
Hobbies and Interests – Encouraging curiosity and stress management through personal interests.
Physical Health – Supporting employees in maintaining healthy routines.
When we actively manage these domains, stress doesn’t just decrease—execution improves. Here’s how we can translate these insights into action.
1. Cultivating Meaningful Work
Nothing fuels stress more than confusion. When employees don’t have clear roles, expectations, or feedback, uncertainty drains their energy. But when their work has structure and purpose, motivation rises.
What Leaders Can Do:
Define Clear Roles – Make sure employees understand what is expected of them daily, weekly, and monthly.
Set Measurable Goals – Go beyond task assignments by establishing clear metrics for success.
Implement Feedback Loops – Provide regular, constructive feedback so employees know where they stand.
Facilitate Career Development – Help employees grow their skills, even if it means preparing them for roles beyond your team.
“Helping employees grow creates multigenerational change in their lives,” Dr. Ashton notes. When employees feel a sense of progress, stress decreases, and execution thrives.
2. Connecting Work to Mission (Spirituality)
When work feels disconnected from a larger purpose, employees check out. Purpose fuels perseverance. People will push through stress and challenges when they believe in what they’re working toward.
What Leaders Can Do:
Embed the Mission into Daily Work – Don’t let the company’s mission live on a website—tie it directly to daily tasks.
Live the Values – If leadership’s actions don’t align with company values, employees will disengage. The signs in the hallway only mean something if leadership follows through operationally.
Make Purpose Relatable – Help employees see their role in the bigger picture.
When we consistently reinforce why the work matters, employees remain engaged—even when challenges arise.
3. Building Strong Relationships
Isolation increases stress. When workplace relationships weaken, communication breaks down, trust erodes, and execution slows. But when teams feel connected, they move faster, collaborate better, and stay engaged.
What Leaders Can Do:
Encourage Collaboration – Foster an environment where relationships grow naturally through meaningful work.
Facilitate Clarity – Clearly define dependencies and expectations to prevent miscommunication.
Commit to Open Communication – Regularly check in with teams to ensure they feel heard.
“When relationships occur as a product of aligned missions, individuals thrive,” Dr. Ashton explains. “Without alignment, dissatisfaction and dissension grow.”
Teams that trust each other execute with confidence. Those that don’t, hesitate.
4. Encouraging Hobbies and Interests
While we can’t control what employees do outside of work, we can create a culture that respects and encourages personal interests. Burnout happens when work consumes identity. Employees need space to recharge.
What Leaders Can Do:
Show Curiosity – Take an interest in employees’ passions outside of work. This builds trust and strengthens team bonds.
Respect Personal Time – Avoid last-minute scheduling changes that interfere with personal routines.
Even small gestures—like asking about a team member’s hobby—can reinforce that employees are valued beyond their work output.
5. Supporting Physical Health
Stress manifests in the body. If work pressure makes it harder for employees to sleep, exercise, or eat well, execution will suffer. Although physical health is largely an individual responsibility, we can influence it through our management practices.
What Leaders Can Do:
Be Mindful of Scheduling – Avoid unnecessary disruptions that interfere with routines. Moving a 4 p.m. meeting to 8 a.m. the next day might seem minor, but it can derail an employee’s entire schedule.
Discourage Presenteeism – Focus on outcomes, not hours worked. A culture where staying late is seen as dedication often leads to burnout, not better execution.
Promote Flexibility – Allow employees to structure their work in ways that support their well-being.
We won’t benefit if we grind our teams into exhaustion. We have to create an environment where people can perform at their best without sacrificing their health.
Stress is inevitable in execution. But chronic stress? That’s a leadership failure.
As leaders, our job is to drive results—with teams that can sustain those results over time. And that means making stress management a core part of our execution strategy.
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This post is an excerpt from my upcoming book, a practical handbook for executing strategy from an operator’s point of view. Drawing on decades of real-world experience, it’s designed to help leaders turn strategy into action through clear, actionable steps. Stay tuned for more insights and updates as we get closer to launch!
