ARTICLE
Stress is part of running a business. Deadlines happen. Customers can be demanding. Employees face unexpected challenges. Leaders have difficult decisions to make. But what happens when we stop treating the resulting burnout as simply the cost of doing business? That is the question behind our September 10th workshop, “Reprogram for Success: The Neuroscience of Sustainable High Performance,” led by Workforce Emotional Fitness & Organizational Resilience Strategist, Sam Kabert. The value of a workshop like this isn't necessarily measured by what happens during those few hours. It's measured by what happens afterward: the difficult conversation handled more thoughtfully, the important decision made with greater clarity, the afternoon when focus returns instead of disappearing, or the stressful situation that is interrupted before it escalates. For employers, there is another consideration. What would change if your team had a shared set of practical tools for navigating pressure? An employee who learns to manage stress more effectively benefits individually. When those skills become part of how a team operates, they can also influence communication, decision-making, focus, and the ability to stay effective when work gets demanding. Research increasingly suggests that sustainable performance requires both organizational changes that reduce unnecessary strain and practical tools that help people manage pressure when it does occur. In the MIT Sloan Management Review, Henley Business School professors Benjamin Laker and Yelena Kalyuzhnova argue that organizational resilience shouldn't be defined by how quickly employees recover from stress or disruption. Instead, resilient organizations reduce the need for repeated recovery by creating systems that distribute workloads, encourage early problem-solving, allow for recovery, and provide flexibility when circumstances change. Harvard Business Review similarly challenges the idea that productivity comes primarily from managing time more efficiently. In Manage Your Energy, Not Your Time, Tony Schwartz and Catherine McCarthy argue that sustainable performance depends on managing and renewing physical, emotional, mental, and purposeful energy. The implication is straightforward: working longer isn't necessarily the same thing as performing better. Research from the McKinsey Health Institute takes an even broader view. Its research found that workplace conditions such as meaningful work, psychological safety, supportive teams, and autonomy are associated with better employee health, while excessive pressure, unclear roles, and toxic behavior are associated with poorer outcomes. The findings point to a shared responsibility: employees need tools to navigate stress, but organizations also need to create conditions where people can perform sustainably. That's where the “Reprogram for Success” workshop fits into a larger conversation about how we work. Sam Kabert, a Workforce Emotional Fitness & Organizational Resilience Strategist and former Silicon Valley entrepreneur, will introduce participants to the connection between the nervous system, stress, and performance. The workshop focuses on practical techniques that can be used in the moment, rather than simply telling people to work less or avoid stressful situations. Participants will explore how to: > Regulate their nervous system to maintain clarity and decision-making under pressure > Recognize and interrupt stress patterns before they affect performance or communication > Improve focus, energy, and follow-through during demanding workdays > Use neuroscience-based reset tools to support more sustainable performance For a business leader, this isn't about turning every employee into a productivity machine. It's about recognizing that how people respond to pressure has a direct relationship with how effectively they communicate, make decisions, solve problems, and lead. And it isn't about eliminating stress. That's not realistic, particularly in business. The goal is to make sure that normal periods of pressure don't automatically become prolonged periods of diminished performance. Perhaps the more useful question isn't whether stress is a cost of doing business. It's whether we have to accept all of its consequences. “Reprogram for Success” takes place September 10th. Whether you attend yourself or bring members of your team, the workshop offers an opportunity to explore a different approach to a challenge every business faces: how do we help good people continue doing good work when the pressure is on?
Stress is part of running a business. Deadlines happen. Customers can be demanding. Employees face unexpected challenges. Leaders have difficult decisions to make. But what happens when we stop treating the resulting burnout as simply the cost of doing business?
That is the question behind our September 10th workshop, “Reprogram for Success: The Neuroscience of Sustainable High Performance,” led by Workforce Emotional Fitness & Organizational Resilience Strategist, Sam Kabert.
The value of a workshop like this isn't necessarily measured by what happens during those few hours. It's measured by what happens afterward: the difficult conversation handled more thoughtfully, the important decision made with greater clarity, the afternoon when focus returns instead of disappearing, or the stressful situation that is interrupted before it escalates.
For employers, there is another consideration. What would change if your team had a shared set of practical tools for navigating pressure? An employee who learns to manage stress more effectively benefits individually. When those skills become part of how a team operates, they can also influence communication, decision-making, focus, and the ability to stay effective when work gets demanding.
Research increasingly suggests that sustainable performance requires both organizational changes that reduce unnecessary strain and practical tools that help people manage pressure when it does occur.
In the MIT Sloan Management Review, Henley Business School professors Benjamin Laker and Yelena Kalyuzhnova argue that organizational resilience shouldn't be defined by how quickly employees recover from stress or disruption. Instead, resilient organizations reduce the need for repeated recovery by creating systems that distribute workloads, encourage early problem-solving, allow for recovery, and provide flexibility when circumstances change.
Harvard Business Review similarly challenges the idea that productivity comes primarily from managing time more efficiently. In Manage Your Energy, Not Your Time, Tony Schwartz and Catherine McCarthy argue that sustainable performance depends on managing and renewing physical, emotional, mental, and purposeful energy. The implication is straightforward: working longer isn't necessarily the same thing as performing better.
Research from the McKinsey Health Institute takes an even broader view. Its research found that workplace conditions such as meaningful work, psychological safety, supportive teams, and autonomy are associated with better employee health, while excessive pressure, unclear roles, and toxic behavior are associated with poorer outcomes. The findings point to a shared responsibility: employees need tools to navigate stress, but organizations also need to create conditions where people can perform sustainably.
That's where the “Reprogram for Success” workshop fits into a larger conversation about how we work.
Sam Kabert, a Workforce Emotional Fitness & Organizational Resilience Strategist and former Silicon Valley entrepreneur, will introduce participants to the connection between the nervous system, stress, and performance. The workshop focuses on practical techniques that can be used in the moment, rather than simply telling people to work less or avoid stressful situations.
Participants will explore how to:
> Regulate their nervous system to maintain clarity and decision-making under pressure
> Recognize and interrupt stress patterns before they affect performance or communication
> Improve focus, energy, and follow-through during demanding workdays
> Use neuroscience-based reset tools to support more sustainable performance
For a business leader, this isn't about turning every employee into a productivity machine. It's about recognizing that how people respond to pressure has a direct relationship with how effectively they communicate, make decisions, solve problems, and lead.
And it isn't about eliminating stress. That's not realistic, particularly in business. The goal is to make sure that normal periods of pressure don't automatically become prolonged periods of diminished performance.
Perhaps the more useful question isn't whether stress is a cost of doing business. It's whether we have to accept all of its consequences.
“Reprogram for Success” takes place September 10th. Whether you attend yourself or bring members of your team, the workshop offers an opportunity to explore a different approach to a challenge every business faces: how do we help good people continue doing good work when the pressure is on?